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This paper aimed to examine the relationship between 360° assessment of leadership derailment factors and leadership effectiveness, differences across position levels, and impact of self‐other agreement.

The data were from an archive of 360° feedback (N=523). Boss ratings of leadership effectiveness were regressed on leadership derailment factors as rated by other rater sources (e.g. peers and direct reports). Polynomial regressions were conducted to examine the impact of self‐other agreement.

As hypothesized, derailment factors had statistically significant negative correlations with leadership effectiveness. Higher‐level managers were rated higher on derailment factors than lower‐level managers. In‐agreement high ratings of derailment factors (i.e. rated high by both self and others) were associated with lower effectiveness than in‐agreement low ratings (i.e. rated low by both self and others). Self under‐ratings of derailment factors (i.e. self ratings lower than others’ ratings) were related to lower effectiveness than self over‐ratings (i.e. self ratings higher than others’ ratings). It also was found that self ratings were less accurate than ratings from other rater sources.

Leadership derailment induces significant direct as well as indirect costs to organizations. The 360° feedback process can be used to help managers enhance their self‐awareness of derailment potential. Findings of this study can be used to help interpret 360° assessment results.

Past research on 360° feedback has focused primarily on positive leadership characteristics. This study represents one of the few in the literature that empirically has examined the assessment of negative leadership characteristics in 360° feedback.

The purpose of this paper is to investigate the measurement invariance of the Chinese version NEO PI‐R conscientiousness scale.

Based on Hofstede's cultural dimensions, it was predicted that certain items might exhibit culture‐related differential item functioning (DIF). The partial credit Rasch model was used to analyze the item responses. The authors also examined the impact of DIF on the measurement invariance of the overall conscientiousness scale using differential test functioning statistics.

Most of the predicted culture‐related DIF were supported. Although the results suggested a substantial proportion of items showing DIF, the conscientiousness scale functioned consistently across the two cultures under study, suggesting that observed group mean scores can be compared directly.

The authors demonstrate that an understanding of the culture differences may help when translating instrument across cultures to anticipate potential threats to measurement invariance. The current study employed student samples. Results of the study need to be replicated using diverse populations.

Assessment and selection instruments have been increasingly used across nations for HRM purposes. Organizations intending to establish global talent management systems need to evaluate and ensure the cross‐cultural equivalence of the assessment. Findings from the current study support the adoption of the translated conscientiousness scale in China.

This paper is one of the few in the literature that examines the measurement invariance using a confirmatory approach.

This paper aims to test the pipeline model of leadership development by investigating how the competency profile change across position levels.

The skill and importance ratings in leadership competencies were compared between four position levels. The data were from an archive 360 degree feedback (n=770). Six SMEs were also employed to rate the importance of the competencies.

The study found that the difference between two positions in terms of the relative importance of the competencies increases as the organizational hierarchical distance between the two positions increases. Comparing the skill ratings yielded similar results. Further, the correlation between the skill and importance ratings for the same position level was higher than correlations of the two types of ratings for different position levels.

The study discusses the implications of the research findings in the context of leadership development and succession management.

One of the essential tasks in a succession system is to clearly define critical leadership skills at different levels of management. By defining the leadership pipeline, companies will be able to get their best people the right developmental experiences to help them transition from one position level to another.

The paper provides empirical support for the pipeline model of leadership skill requirement across the organizational hierarchy.

The purpose of this paper is to examine the current status of competency modeling in Chinese organizations, and explore approaches to further advancing related research and practice.

A literature review method with a content analysis approach was adopted. Based on the pattern of the literature, a three‐level competency modeling framework was derived. It was then used to analyze the research and practice of competency modeling in China.

The paper finds that Chinese literature has been focused on competencies for job qualifications. The practice in Chinese organizational setting has not achieved the strategic potential of competency modeling. Research on competency modeling has lagged behind the practice. Both research and practice pointed to the skills of human resource professionals as a critically component for strategic application of competency modeling.

The paper identifies three research‐to‐practice gaps and recommends directions for future research.

The paper recommends approaches to enhance the strategic contribution of competency modeling for Human resource management (HRM) practice.

The paper contributes to the HRM literature by focusing on a pervasive HRM practice competency modeling. It offers a comprehensive review and analysis on both the research and practice of competency modeling in China.

This paper seeks to answer two questions: (1) where do a country's entrepreneurship policies come from? (2) How do they evolve and shape entrepreneurial activities?

Drawing upon the comparative political economy literature and the institutional perspective, this paper proposes a theoretical model of the origin and evolution of entrepreneurship policies. We use China as a case study to apply the theoretical model and demonstrate the evolution of entrepreneurship policies in three stages during the period 1978 to 2012.

The case analysis of China provides evidence and support for our theoretical model and unpacks the process by which entrepreneurship policies originate and evolve as the result of the interplay among constantly changing policymaking, production, and knowledge regimes.

Because of the research context, findings may lack generalisability. Additional studies on policymaking and production regimes of different kinds and their respective roles in shaping entrepreneurship policies are encouraged to further advance this line of research.

This paper offers important implications concerning entrepreneurship policy and activities for policymakers, practitioners and other stakeholders in emerging economies.

Our study fills a gap in the entrepreneurship literature by expanding scholarly understanding of the origin and evolution of entrepreneurship policies.