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The paper contends that a major reason for the persistence of the gulf between strategists and intelligence is the absence of an intelligence‐focused executive position at the senior levels of the organization.

The paper proposes one such intelligence role model – The Executive Intelligence Officer (EIO). In practice, creating an EIO position based on our model would be part of a set of innovative practices that leaders could adopt to link executive decision making and the processes of intelligence.

A key responsibility for the EIO is to introduce the CEO to viewpoints that lie outside the firm's “party line.” The CEO's thinking thus can be challenged, stretched, and extended by an EIO who has both the credibility and expertise to question the executive team's current assumptions.

Using the EIO role as a cornerstone, here is how we propose to address the executive‐intelligence linkage problem: establish the position of EIO; the EIO assumes the explicit responsibility for generating the intelligence needed for the CEO and executive team to do their jobs; and the EIO works as a collaborator and partner with the executive team.

The paper highlights the seven critical roles the successful EIO must play to truly influence organizational thinking and decision making at the highest levels.

The purpose of the paper is to point out how little competitors matter for companies' long‐term success, how little support executives receive with intelligence that does matter, and to offer a different solution.

The paper uses numerous examples of competitive failures and success that point out the limits of competitors' impact on a company's performance. It covers the theory of strategic positioning and industry change drivers and provides a practical definition of strategic intelligence.

Competitors do not matter to executives; “competitive intelligence” has been misinterpreted as competitor‐watching and has therefore had no real value to executives, and companies leave their executives vulnerable to disastrous blindsiding.

Companies should and could markedly improve their intelligence support of top executives, but need to rethink their whole approach to competitive intelligence. Companies can also significantly improve the way they monitor the competitive environment by redirecting their efforts.

Executives are short changed by their organizations' own processes of closely watching competitors. For the first time, this paper exposes the myth that competitive intelligence – as practised by more than 90 percent of the Fortune 500 – has value for executives and offers a unique approach to improving companies' strategic intelligence capability.

To show how teams can be used to do intelligence work – all phases of the work from data collection through to development and deployment of the final intelligence outputs.

The paper addresses how intelligence teams might be designed and managed. It integrates the approaches employed by many firms to setting up intelligence teams and to managing how they conduct intelligence work.

Drawing from the experiences of the authors with leading corporations, the paper develops a framework for shaping the context of an intelligence team and for conducting an intelligence analysis. It provides sets of guidelines for key phases in analysis where the benefits of a team are particularly helpful.

The paper details key dos and don'ts in managing any intelligence team. It identifies how to set up an intelligence team so that team members will be motivated to collaborate with each other and how to execute some key stages in a typical intelligence analysis project.

The paper provides both intelligence professionals and key decision makers with a roadmap to undertake key intelligence challenges more systematically and comprehensively that would otherwise be the case.

The purpose of the present chapter was to synthesize the research that directly compares children with and without reading disabilities on measures of working memory (WM). Working memory has considered at key element children success on reading performance and, therefore, the published literature was assessed. Twenty-eight (28) studies were included in the synthesis, which involved 207 effect sizes. The overall mean effect size estimate in favor of children without reading disabilities (RD) was –0.89 (SE=0.08). Effect sizes were submitted to a hierarchical linear modeling. Results indicated that children with RD were distinctively disadvantaged compared with average readers when memory manipulations required a transformation of information. Age, IQ, reading level, and domain specificity (verbal vs. visual/spatial measures) were not significant predictors of effect size estimates. The findings indicated that domain general WM differences persisted across age, and these differences operated independent of effect size differences in reading and IQ.

This paper offers a practical conceptualization and understanding of grit, exploring what grit adds to the organizations and how to develop it at an individual and organizational level.

The article is based on Duckworth’s and colleagues’ research on grit and later developments, especially those related to the empirical check on the relationships between grit and individual accomplishment and company performance. It combines a literature review overview and conceptual developments with practical application.

Grit is a two-factor personality trait positively correlated to conscientiousness that promotes and predicts superior achievement and accomplishment. Developing a nurtured grit capacity requires promoting learning, coaching, executive intelligence, and positive interactions at work within a critical thinking environment.

Following the conceptual model developed, further research is needed about the relationships between growth mindset, critical thinking, grit, grit and resilience, and how individual grit becomes organizational.

A superior accomplishment can be achieved by integrating and promoting grit employees within the company. Besides, grit is also a good predictor of happiness, rising above, hardiness, and other desirable attributes. Grit requires the development of a critical-thinking environment and executive intelligence workforce.

Superior accomplishment through life helps to develop this goal in the workplace. The pandemic magnitude is partly due to a lack of critical thinking and grit.

This paper guides managers and professionals to implement a grit company strategy grounded on some reputation research without abstracted theoretical disquisitions.

Advancements in digital technology, collectively known as Industry 4.0, are profoundly changing dynamics in multiple industries. The coaching industry is impacted by this shift, as companies offering digital coaching technologies begin to take market share. To effectively serve clients in this rapidly changing market, coaches must adopt a digital mindset, upskill their capabilities, and transform their business models to leverage current and nascent technology.

Organizations are increasingly including executive coaching as part of their leadership development interventions to improve their executive leaders' abilities. Previous studies have linked outstanding leader performance to an intentionally developed relational climate. Therefore, the relational climate crafted between the coach and executive leader is critically important to create shared purpose, experience compassion, energize interactions, impact performance, and realize a quality, effective executive coaching engagement.

This is the first study to explore relational climate as a driver of coaching relationship quality. My empirical findings reflect that relational climate has a significant, positive impact on coaching relationship quality, which in turn contributes to an executive leader's effectiveness. The three goals of this study are: (1) to understand the factors that contribute to crafting a quality and effective coaching relationship; (2) to address scholarly gaps in past research regarding the relationship between a coach and client; and (3) to provide clarity for coaches how to better address, leverage, and realize an executive coaching relational climate within the context of Industry 4.0. Those crafting effective and quality coaching relationships should ensure that there is shared vision between the coach and client, that both parties demonstrate compassion, and that the coach and client each infuse the relationship with positive energy and vitality to create relational energy.

The purpose of this study is to identify a psychological profile for public accounting firm partners who are likely to place the partnership and client shareholder at risk. Proprietary data from an executive counseling firm provided a unique opportunity to compare two groups of partners: those identified by their senior partners as placing the firm at risk (n=31) and those not so identified (n=64). The groups were compared using psychological measures, lifestyle measures, personal measures, and work history variables. Results found no significant measurable difference between the audit partners who were identified as posing a risk and those not so identified. This suggests that specific factors cannot lead a partner to engage in risky behaviors, but rather several, in combination, may be necessary. Implications for research include learning more about concepts such as resistance to temptation, motivation, and rationalization. Implications for practice are to focus on structuring business practices to provide early warning signs and minimize opportunities to engage in risky behavior. Continued and increased diligence in the client screening and client continuation and review process remain essential for best practices.

This study explored the measurement of emotional intelligence (EI) using a comprehensive scale to tap the construct. Using a sample of 295 undergraduate business majors from a mid‐western university, an exploratory factor analysis was performed to examine the factor structure of the scale. Based on the factor loadings, the scale was reduced to 51 items with five factors emerging. Student demographics revealed that accounting majors rated lower on EI as compared to other majors. Results also indicated that higher EI scores were associated with membership in Greek organizations, and involvement in sports organizations. It was also found that international students rated lower on the EI measure as compared to domestic students. Finally, several of the factors within the scale were shown to have a relationship to both cumulative GPA and university‐specific GPA. Implications for these findings as they relate to management development are discussed.