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This study aimed to develop a methodological approach to assessing the impact of stakeholders on leadership potential of small and medium-sized construction enterprises.

The research methodology was based on taxonomic analysis to determine the coefficient of leadership potential in the following areas: financial growth of an enterprise, internal processes, human resources development and market potential. The examination process was grounded on the materials from small and medium-sized construction companies located in Russia and China.

Subgroups of companies with positive dynamics of indicators, an unstable situation and negative trends of leadership potential formation are identified. Russian small and medium-sized construction companies prioritize the development of sales policies and the management of internal business processes, while Chinese companies–human potential. The generated regression equations indicate a direct relationship between stakeholder engagement and the leadership potential of construction companies in both countries.

The scientific contribution of this study is the proposed methodological approach to assessing the development of the leadership potential of an enterprise and diagnosing the degree of stakeholders' influence on the latter. This is facilitated by comprehensive analysis, which includes an assessment of leadership potential based on the results of taxonomic analysis, construction of vector diagrams and regression analysis. This study can be useful for persons conducting research in the direction of small and medium-sized business management, forming a strategy for business development and competition policy to form a company's leadership position in the market.

Considering the urgency of creativity development in the higher education system, this article justifies an effective model of creativity management for students and teachers at universities. The model is based on an empirical assessment of the difference between the creativity potential and its actual level. The data was taken from the managing factors playing an important role in the development of creative potential. The study was carried out in Kazakhstan.

The method of surveying 872 teachers and 944 students in Kazakhstan quantified the levels of actual creativity of students and their potential, as well as the gap between the two parameters. The authors identified the nature of the influence of the creativity development factors, contributing to the achievement of the creativity potential of teachers/students.

The gap between the levels of actual and potential creativity at universities for both teachers and students was found to be one of the main factors governing the creativity management in the education system. The main problems hindering the efficient management of actual and potential creativity at education institutions are personal and institutional factors.

The results are based on a limited sample of respondents, taking into account the higher education system in Kazakhstan.

Assessment and justification can be useful in determining the unused creative abilities of students and teachers in the process of developing creativity within the educational process.

The value of this study lies in an empirical assessment of the difference between actual creativity and creativity potential in the higher education system as an object of pedagogical management, as well as a deterministic hierarchy of causal factors of this gap. These results are valuable in the aspect that, when developing an effective management strategy, influencing these factors, in particular the institutional factor of the educational process, it is possible to increase the potential for the development of creativity of students and professors of higher educational establishments. Besides, a very useful scientific result in the framework of the development of this topic is the establishment of the primacy of ensuring the development of the creativity potential of teachers in the process of managing the development of students' creativity.

The purpose of this paper is to explore the relationship between potentials of top management teams’ (TMT) career development and corporate social responsibility (CSR) by examining listed manufacturing companies in China. More importantly, it tried to contribute to the understanding of the senior executive’s career development in the trend of upgrading the manufacturing industry.

The sample firms in this paper were selected from the China A-listed companies in the manufacturing industry. It collected CSR and TMT data from the Rankins CSR Ratings (RKS) Database and CSMAR database and applied the multiple regression to test the hypotheses. Moreover, it implemented the robustness test by using the standard regression method and the structural equation model.

The findings indicate that a firm’s CSR performance is significantly associated with TMT’s educational level and overseas background. The government background, academic background and financial background of high-level managers, instead, have a negative relationship with CSR performance. In addition, firm’s ownership moderates the relationship between TMT and CSR initiatives – the career development potential of TMT has different effects on promoting CSR in the context of different ownership. These relationships remain significant when the managers’ tenure, gender, age, wage and firm size are controlled.

The empirical research on the potentials of executive career development and CSR is limited to linear assumptions. Since there are fewer overseas holding companies in Chinese state-owned and private enterprises, it failed to reflect international differences.

First, CSR is related to the potentials of TMT career development and also the potentials of TMT career development are associated with the structure of the TMT. Second, to improve CSR, it is necessary to distinguish the different ownership of companies and then adjust the TMT structure correspondingly. Last, senior executives should choose their career direction according to their own distinct and inherent career development potentials.

This study explores the relationship between potentials of TMT career development and CSR. It not only expands the research in the field of CSR but also enriches the research on the career development of top executives.

Despite their fairly widespread use among large companies, little information is available to those interested in designing, managing, or evaluating high‐potential (fast‐track) management development programmes. In an attempt to fill this void, three sources of programme ineffectiveness are examined: participants′ dissatisfaction, the negative attitudes of non‐participants, and cultural misfit. Also examines ten ineffectiveness‐avoiding lessons for programme design and implementation learned during an in‐depth assessment of one company′s formalized, entry‐level high‐potential management development programme

Potential appraisal is the foremost indicator of employee's readiness to take higher responsibilities and used for multiple purposes in promotion, human resource development including training and development needs of employees. This study examines how construal level as psychological difference among employees (holistic–analytic differential in preference of thinking for various action domains among individuals) and meaningfulness of work is related to their readiness for development and responsibility. Combining meaning of work literature and cognitive psychology, the moderated mediation model is formed to examine the psychological process and social boundary conditions in the relationship between construal level and potential appraisal of employees.

Data were collected from 1,494 working executives and their 297 reporting managers across companies operating in an industrial cluster situated in India. The proposed model considered “experienced meaningfulness” as mediator and contextual factors of psychological empowerment and supervisor feedback as moderators.

Using multi-variate analysis and after controlling for industry type and experience, supervisor potential appraisal ratings of employees are found to be statistically related to construal level, and this relationship is found to be partially mediated by “experienced meaningfulness” of work. Further, contextual factors are found to be significant as moderators.

By bringing the subjective interpretation of different aspects of meaning of work from work design literature to examine its role in relationship between aspects of cognitive psychology and potential appraisal of employees, this study bridges the gap between cognitive psychology of development, meaning of work literature and HRD literature. Further implications for academic literature and managers are discussed.

Unprecedented transformations to the nature of work and organizations are compelling leadership and organization development scholars and practitioners to reexamine the relevance and utility existing models of leadership potential. While there exist several published leadership potential models, the range and intensity of environmental forces fundamentally changing the nature of work and organizations demands a revision of leadership potential. The purpose of this study is to develop a leadership potential model that reflects the current and emerging nature of work and leadership challenges while also providing organizations a practical tool for talent review processes, succession planning and leadership development practices.

This article presents a field study consisting of semistructured interviews with 45 leaders engaged in a highly complex, volatile and uncertain industry: US healthcare.

Our results illustrate a dynamic two-dimensional model of leadership potential that comprises both cognitive (analytical aptitude and learning agility) and behavioral (people savvy and leadership capability) competencies operating across micro- and macro-levels of influence.

The article concludes with a series of recommendations for how leadership and organization development professionals, executive teams and boards may utilize the model for leader assessment and selection practices, talent review and succession planning and talent development initiatives.

The proposed model of leadership potential offers several advancements to the field's existing theoretical frameworks. The proposed model highlights the criticality of competencies aligned with the changing nature of work, including collaboration skills, divergent thinking, environmental scanning and evaluating data in ambiguous contexts. The model diverges from the existing theory by establishing leader drive as a motivation to serve others and initiate sustainable changes in business operations.

The purpose of this paper is to examine the development of leader potential in an extreme context – it develops and tests a model that describes how subordinate perceptions of individual-focused transformational leadership, subordinate trust in the leader and subordinate identification with the team influence supervisory evaluations of subordinate crisis leader potential.

Surveys were administered to emergency services personnel and their supervisors working in a large fire rescue organization in the Southeastern USA. Survey responses were analyzed using hierarchical regression.

Results support the theoretical model – subordinates reporting high levels of trust in their transformational leader were evaluated by their supervisors as having stronger potential to become crisis leaders. Lower levels of subordinate identification with the team strengthened the transformational leadership to trust association and the indirect effect of perceived transformational leadership on supervisory evaluations of subordinate crisis leader potential (through subordinate trust in the leader).

Supervisors who are viewed as transformational and fostering trusting relationships by subordinates are more likely to evaluate subordinates as having the potential to lead in crisis situations. In an extreme context within an organization facing change, subordinates who identify less with their team might build a more trusting relationship with a leader who is perceived as demonstrating transformational behaviors.

Subordinate focus on the leader appears to enhance supervisory evaluations of subordinate potential (for leader development) in the study. Individual-level rewards for employees that involve competition might counter efforts toward shared mental models and remain the greatest challenge in the public emergency services setting.

Evaluating leader development, in terms of crisis leader potential, in an extreme context using a process model – to understand the interplay of individual-focused transformational leadership and trust given the moderating effect of team identification – is a key strength of the current study.

In the current stressful recessionary period, the need for highly effective managers who can skillfully direct bet‐the‐company strategic initiatives such as disruptive innovation, restructuring, strategic renewal and mergers greatly increases. It more important than ever to study the succession planning and leadership training of best‐practice firms to learn better ways to develop high potential leaders. This paper aims to investigate this issue.

The paper offers a summary of some of these best practices and provides case examples of successful applications.

The paper finds that employees with high leadership potential need to be systematically identified and tracked by line managers as part of an overall strategic succession planning process. Success in developing the next generation of leaders requires creating a talent management system in which selection, development, performance management, succession and career management are aligned, reviewed and supported by senior management.

Some of the more cost‐ and resource‐efficient practices for implementing a successful early‐stage high‐potential program include: a special learning and development track for the high potentials; rotation of managers across disciplines‐divisions‐geographies; technology‐based learning; action learning; and coaching/mentoring (internal and external) programs.

To ensure that the talent pool supports the company's overall strategy, the abilities of the high potential individuals should be shaped to correspond with the emerging leadership needs of the next decade. The “best firms for leaders” are typically twice as likely to use a variety of developmental techniques for their “best and brightest.”

The purpose of this paper is sixfold: first, to know the ability of area carrying capacity to the development of downstream oil palm industry; second, to know the potential for the development of downstream oil palm industry in efforts to improve the community through employment and business opportunities in the regions; third, to find eco-friendly institutional arrangement strategies of oil palm farming in order to spur economic growth and development; fourth, to formulate strategies for potential environmental impact as a result of institutional arrangement and development of downstream oil palm industry, both in regional and national scope; fifth, to predict the economic multiplier effect as impact of institutional arrangement and development of oil-palm-based downstream industry; and sixth, to include production centers and development areas of oil-palm-based downstream industry in potential areas.

Research location was in potential areas of oil palm plantation development, either in the form of plasma through state-owned enterprises (BUMN) and private-owned enterprises (BUMS), or in the form of self-supporting by community. The research locations were divided into two parts, namely the land area and the coastal area. The land area of Riau consisted of Kampar, Rokan Hulu and Kuantan Singingi Regency, while the coastal area of Riau consisted of Pelalawan, Siak, Bengkalis, Indragiri Hilir, Indragiri Hulu and Rokan Hilir Regency. Both research areas had different productivity which was caused by differences in soil fertility. The required data were primary and secondary data.

Plantation activities have increased the mobility of goods in the villages, causing plantation activities to also open business and employment opportunities for people who are able to accept these opportunities. Since post-1998 crisis, the growth of oil palm plantation area in Riau increased sharply, namely in 1998, the area of oil palm plantations was 901,276 ha, in 2012, 1,119,798 ha and increased to 2,103,175 ha at the end of 2017. Through economic activities that produce goods and services required during the plantation process and the development, downstream industries will have backward linkages. The development of oil palm plantations in Riau has had an impact on economic activities in rural areas. The result of the research in the field is that the average income of farmers in the plantation subsector (especially oil palm) is Rp4,576,696 per month or $5,781.09 per year. The impact on investment in the estate subsector has been felt by rural communities. This condition also affects the purchasing power of the people, resulting in the increase of mobility of goods and people. During the period 2009–2016, rural communities enjoyed a high level of prosperity. During this period, the price of fresh fruit bunch at the farm level was quite profitable. On the other hand, the production of the plantation area also increased compared to the previous period. The impact of rising prices and increasing production of farmers is that the farmers’ welfare index in the countryside had a positive value of 0.43. This index showed the increase of farmers’ welfare from the previous period by 43 percent.

There are few previous studies which have comprehensively and specifically reviewed the regional economic empowerment through institutional arrangement and development of oil-palm-based downstream industry. The development of oil palm plantations aims to eliminate poverty and underdevelopment, especially in rural areas. In addition, it also pays attention to equity. In broad sense, agricultural development which is based on plantations aims to improve the welfare of the community so that there is a change in the pattern of life of the surrounding community. On the other hand, the success of plantation development that is based on oil palm agribusiness is expected to reduce income inequality between community groups and between regions.

The purpose of this paper is to provide practical how-to information for those looking to develop high-potential employees within their organizations or for their clients.

The paper is based on a combination of recent surveys and studies of what is happening with the development (or lack thereof) of high-potential employees as well as recommendations of key components for high-potential programs based on the author’s direct experience.

Though not a research paper, this work finds that while some organizations have programs in place to develop high potentials, many still do not, despite it being viewed as helpful in recruiting and retaining top talent.

The information provided can be used by both internal practitioners and external consultants to implement high-potential employee development programs for any size of organization.

High-potential employees represent future leaders. Without developing them, organizations run the risk of high attrition costs along with a lack of qualified talent to fill leadership pipelines.

The value of this paper is twofold: it offers detailed information to set the tone with stakeholders when it comes to talking about and developing high-potential talent, and it provides a starting point with first steps for successful program implementation.