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.
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