Real Time Leadership Development

Paul R. Yost, Ph.D., teaches in the Industrial-Organizational Psychology graduate program at Seattle Pacific University and serves as president of Yost & Associates, Inc., specializing in talent management, leadership development, and continuous learning. He previously served as Senior Research Specialist at Microsoft and Manager of Leadership Research at The Boeing Company Mary Mannion Plunkett, Ph.D., has more than 18 years experience in the field of leadership and organization development including roles with The Boeing Company, Ernst & Young LLP and McDonnell Douglas Aircraft Company. She most recently served as the Head of Talent Management for Lehman Brothers Europe and the Middle East and as Vice President Executive Development, for BP, plc. Series Editor Steven G. Rogelberg Ph.D., is Professor and Director of Organizational Science, at the University of North Carolina Charlotte. He is a prolific and nationally recognized scholar. He is the current Editor of Journal of Business and Psychology. Besides his academic work, he founded and/or led three successful talent management consulting organizations/units.

• Foreword Series Editor’s PrefacePreface: Your Job is the Classroom!AcknowledgmentsPart I: Building Your Leadership Pipeline1. Linking Business Strategy and Experiences2. Linking Business Strategy and Competencies3. Linking Business Strategy and Relationships4. Talent Management Metrics to WatchPart II: Capturing the Lessons5. Stepping into the Unknown6. Stretch Assignments7. Navigating the Experiences8. Real Time Reflection9. When Leaders DerailPart III: Drawing on Other People10. Development Conversations11. Role Models12. Mentoring13. Building Your NetworkPart IV: Building Experiences into Talent Management14. Individual Development Plans15. Performance Management16. High Potential Programs17. Succession Management18. Leadership Training ProgramsPart V: Moving from Success to Significance19. Transitions20. Leadership Principles21. LegaciesConclusion: The Bottom LineNotesReferencesIndex

"Their commitment is obviously because they believe so strongly in real-time leadership, but it is also because they want to communicate across the practitioner/researcher divide and show practitioners ways that knowledge gained from research can be built into leadership development on the job." (Gender in Management, July 2010)