Abstract
This paper examines the notion that derailment potential and leadership strength are different, albeit related facets of effective leadership. Based on data from 2670 managers from five countries, the article posits that managers need to pay dose attention to reducing derailment potential while developing leadership strength, in order to be effective at the workplace. Implications of this finding for talent management theory and practice are discussed and a three-step Sensitise-Enable-Support framework is offered to guide practice.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
