摘要: A significant body of research recognizes that leaders matter to the success of organizations and that there are tremendous costs to hiring the wrong leader (Hogan, Hogan & Kaiser, 2010). Since the early 1970s, the statistics regarding leader derailment have been consistently worrying. Depending on the study, the reported percentage of leaders who ‘derail’(where derailment denotes being fired, demoted or plateaued below their projected level of attainment) ranges between 30% and 67%(Hollenbeck, 2009) despite the growing use of assessments for selection and the development of current leaders as well as those being groomed to be the next generation of leaders (Church & Rotolo, 2013). This suggests that there may be room for improvement in how assessments are being used for leader selection and development.How to develop leaders has been covered in great depth (Day, Fleenor, Atwater, Sturm & McKee, 2014; Dongen, 2014; O’Connell, 2014) and several chapters have focused on the use of assessments for leader selection (Howard, 2001; Howard & Thomas, 2010; Thornton, Hollenbeck & Johnson, 2010). While assessments are being used principally for development (Church & Rotolo, 2013; for an exception, see Wall & Knights, 2013), how to use assessments for leader development has received less focused attention. For that reason, this chapter focuses solely on the use of assessment for leader development purposes.