The Pearls and Perils of Identifying Potential

By R. Silzer, A. H. Church. Industrial and Organizational Psychology, 2009

267 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/91538ae2e90ed7d1cee2fd5d4f02468df8cfc6b8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Marianne van Woerkom
2. Maria Christina Meyers
3. K. P. De Meuse
4. Joeri Hofmans
5. Roland Pepermans
6. J. Paauwe
7. A. McDonnell
8. M. McCall

In Organizational Behavior and Human Resource Management

1. Maria Christina Meyers
2. Joeri Hofmans
3. Nicky Dries
4. Marianne van Woerkom
5. Roland Pepermans
6. Jolyn Gelens
7. J. Paauwe
8. K. P. De Meuse

In Social Psychology

1. Maria Christina Meyers
2. Marianne van Woerkom
3. Nicky Dries
4. Joeri Hofmans
5. K. P. De Meuse
6. Roland Pepermans
7. J. Paauwe
8. A. McDonnell

Citations in the corpus

• LEARNING AGILITY: ITS EVOLUTION AS A PSYCHOLOGICAL CONSTRUCT AND ITS EMPIRICAL RELATIONSHIP TO LEADER SUCCESS (2017, background): “Lately a number of scholarly articles have been published examining the theoretical and empirical support for it as an important determinant for high-potential talent (cf. De Meuse et al., 2010; Silzer & Church, 2009).”
• Still Fighting the “War for Talent”? Bridging the Science Versus Practice Gap (2011, background): “More recently, Silzer and Church (2009) have made a useful contribution in drawing together the differing views of potential into an integrated model consisting of three dimensions.”
• The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda (2013, background): “High potentials are believed to “show potential to become something more than what they currently are” (Silzer & Church, 2009, p. 4) or more specifically, those employees who are “recognized, at that point in time, as the organization's likely future leaders” (Cope, 1998, p. 15).”
• HR managers’ talent philosophies: prevalence and relationships with perceived talent management practices (2019, methodology): “Given that identifying different forms of talent is a complex endeavor (cf. Silzer & Church, 2009), HR managers may rely on performance as a generic, easily accessible criterion instead of trying to align their talent identification procedure with their view on talent.”
• Recasting Leadership Development (2010, background): “Some research (e.g., Spreitzer et al., 1997) has attempted to address that issue in the context of development, but our understanding of potential is rudimentary at best (see a recent review by Silzer & Church, 2009).”