#4562. Is there potential in assessing for high-potential? Evaluating the relationships between performance ratings, leadership assessment data, designated high-potential status and promotion outcomes in a global organization

July 2026publication date
Proposal available till 19-05-2025
4 total number of authors per manuscript0 $

The title of the journal is available only for the authors who have already paid for
Journal’s subject area:
Sociology and Political Science;
Organizational Behavior and Human Resource Management;
Business and International Management;
Applied Psychology;
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Abstract:
While leadership is a critical component of organizational success, organizations need to be more effective at classifying talent based on future potential vs current performance. Data from 9,784 participants in PepsiCos Leadership Assessment and Development (LeAD) program—a multi-trait, multi-method (MTMM) assessment and development process—are used to examine relationships between individual performance, assessed potential, organizationally designated potential, and promotion rates post assessment. Results from the analyses indicate that assessed potential provides unique variance above performance alone in determining process outcomes (i.e., designated potential and promotions), and therefore can be useful for making more informed talent management decisions. The applications of these measures within the current organization as well as limitations of the study and areas for future research are discussed.
Keywords:
Assessment; High-potential; Leadership development; Performance ratings; Talent management

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