Abstract
AbstractThe construct and criterion‐related validity of 11 High‐Performance Competencies (H‐PC) are explored through data collected by three highly reliable methods: work shadowing, assessment centres, and Strategic Management Simulation Technology. A large international managerial sample indicates that some H‐PC are more highly developed than others. This suggests that managers may have a restricted capacity to co‐operatively address the multidimensional issues that loom large today. Strategic Management Simulation Technology is discussed as a way of developing a more balanced leadership capability profile and enhancing desirable real‐world outcomes.
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