Thought Leadership

A hallmark of our client-centered approach is providing leadership development, succession planning, and organization development solutions that are based on rigorous research and evidence-based best practices. To support this critical commitment to our clients, our consultants remain actively engaged in thought leadership through ongoing industry research project, benchmarking surveys, and case studies. The following list includes representative journal articles, books, book chapters, and presentations that illustrate our ongoing work and contributions to thought leadership in our field.

 

selected Publications

Groves, K. & Vance, C. (2024). Avoiding Critical Entrepreneurial Cognitive Errors Through Linear/Nonlinear Thinking Style Balance. Journal of Small Business Management, 1-27.

LaRocca, M., Marshall, D., & Groves, K. (2023). Exploring the motivation to lead in a demanding environment: The role of achievement values, grit, and psychological capital. Psychological Reports.

Groves, K., Feyerherm, A., & Sumpter, D. (2023). Cultural intelligence as a global leadership competency in disruptive contexts. Handbook of Cultural Intelligence Research (Eds. David Thomas & Yuan Liao). Routledge Taylor & Francis Group.

Groves, K., & Feyerherm, A. (2022). Developing an executive potential model for the new era of work and organizations. Leadership & Organization Development Journal, 43 (6): 978-998.

Nakashima, S., & Groves, K. (2022). Psychological safety training: winning the minds and hearts of employees. Employee Learning & Development Excellence (HR.com), 9 (4): 64-66.

Lacey, M., & Groves, K. (2021). Approaches to developing high potential talent: Intended and unintended consequences (pp. 457-470). The Routledge Companion to Talent Management (Ed. Ibraiz Tarique). New York: Taylor & Francis Group.

Groves, K. (2020). Are you ready to lead Generation Z?: Core competencies for 21st century business leaders. Leadership Excellence (HR.com). 37 (3): 1-7.

Groves, K. (2019). #MeToo movement exposes lack of succession planning. Chief Executive (January 9, 2019). https://chiefexecutive.net/metoo-movement-exposes-succession-planning/.

Groves, K. (2019). Confronting an inconvenient truth: Developing succession management capabilities for the inevitable loss of executive talent. In press at Organizational Dynamics.

Groves, K. (2019). Examining the impact of succession management practices on organizational performance: A national study of U.S. hospitals. Health Care Management Review, October-December, 356-365.

Groves, K. (2018). Three ways Snap Inc. can weather its internal storm. Chief Executive (September 25, 2018). https://chiefexecutive.net/three-ways-snap-inc-weather-storm/.

Groves, K. (2017). The business case for succession management capabilities: Evidence-based strategies for developing talent and sustaining leadership continuity. Graziadio Business Review, Volume 20, Issue 1.

Groves, K. (2016). Testing a moderated mediation model of transformational leadership, values, and organization change. Journal of Leadership and Organizational Studies, August: 1-14.

Groves, K., Feyerherm, A., & Gu, M. (2015). Examining cultural intelligence and cross-cultural negotiation effectiveness. Journal of Management Education, 39 (2): 209-243.

Groves, K. (2014). Identifying high-potential healthcare leaders: Key findings from a qualitative study of exemplary health systems. Healthcare Workforce Advisor (HealthStream, Inc.), Summer: 10-15.

Lacey, M., & Groves, K. (2014). Talent management collides with corporate social responsibility: Creation of inadvertent hypocrisy. Journal of Management Development, 33 (4): 399-409.

Groves, K. (2013). Talent management success factors: Evidence-based strategies for driving hospital performance outcomes. HR Pulse (American Society for Health Care Human Resources Administration), Summer: 34-36.

Groves, K., & LaRocca, M. (2011). Responsible leadership outcomes via stakeholder CSR values: Testing a values-centered model of transformational leadership. Journal of Business Ethics, 98 (1): 37-55.

Monson, J., & Groves, K. (2011). Leveraging action learning as a talent management strategy during economic uncertainty. Graziadio Business Review, 14 (3): 1-6.

Groves, K., & Feyerherm, A. (2011). Leader cultural intelligence in context: Testing the moderating effects of team cultural diversity on leader and team performance. Group & Organization Management, 36 (5): 535-566.

Groves, K. (2011). Talent management best practices: How exemplary health care organizations create value in a down economy. Health Care Management Review, 36 (3): 227-240.

Groves, K. (2010). Talent management best practices: How exemplary organizations confront the emerging leadership crisis. Graziadio Business Report, 13 (1): 1-6.

McEnrue, M.P., Groves, K., & Shen, W. (2010). Emotional intelligence training: Evidence regarding its efficacy for developing leaders. Leadership Review, 10 (Winter): 3-26.

McEnrue, M.P., Groves, K., & Shen, W. (2009). Emotional intelligence training: The role of openness to experience, self-efficacy, and receptivity to feedback in enhancing gains achieved. Journal of Management Development, 28 (2): 150-174.

Groves, K., McEnrue, M. P., & Shen, W. (2008). Measuring and developing the emotional intelligence of leaders. Journal of Management Development, 27 (2): 225-244.

Groves, K. (2007). Integrating leadership development and succession planning best practices. Journal of Management Development, 26 (3): 239-252.

Groves, K. (2006). View from the top: CEO perspectives on executive development and succession planning practices in healthcare organizations. The Journal of Health Administration Education, 23 (1): 93-110.

McEnrue, M.P., & Groves, K. (2006). Choosing among tests of emotional intelligence: What’s the evidence? Human Resource Development Quarterly, 17 (1): 9-42.