The correlation coefficient of each of the five factors against the employee's performance ratings: Employees who have high performance at the current role do not necessarily become an effective leader in a higher and more complex leadership role. The result of the correlational research analysis revealed that there is no correlation between high employee performance and leadership potential ratings. Each employee's performance rating was correlated against each of the 5 factors that constitute leadership potential resulting in a unique correlational coefficient for each of the leadership potential factors. The composition of 55 high performing leaders came from various leadership levels such as section heads, supervisors, department managers, and vice presidents. The objective of the proposed paper is to determine the relationship between high employee performance and leadership potential ratings as two factors being considered in a talent pool wherein potential leaders are selected during succession planning.įifty-five (55) high performing leaders whose performance rating is either exceed expectations or significantly exceed expectations were extracted and correlated against their potential ratings using correlational data statistical analysis. With the recent development in the petrochemical industry, the need to identify, select and develop future leaders based on evidence-based criteria has become significantly important to ensure leadership and business continuity in the petrochemical industry in the United Arab Emirates. Globally, the petrochemical industry has increasingly become a vital component of numerous industrial processes as it provides raw materials for a wide range of products that find application in automotive, construction, and manufacturing.
0 Comments
Leave a Reply. |
Details
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |