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. This need raises the question as to whether the assessment of leadership potential is truly adding value or enhancing the talent review and classification process. Data from 9,784 participants in PepsiCo’s 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.

虽然领导力是组织成功的关键组成部分，但组织需要更有效地根据未来潜力与当前绩效对人才进行分类。这种需求提出了一个问题，即对领导潜力的评估是否真正增加了价值或加强了人才审查和分类过程。百事可乐领导力评估和发展 (LeAD) 计划（一个多特征、多方法 (MTMM) 评估和发展过程）的 9,784 名参与者的数据用于检查个人绩效、评估潜力、组织指定潜力和晋升率之间的关系后评估。分析结果表明，评估的潜力在确定过程结果时提供了超越绩效的独特差异（即，指定的潜力和晋升），因此有助于做出更明智的人才管理决策。讨论了这些措施在当前组织内的应用以及研究的局限性和未来研究的领域。