The processes and outcomes associated with an executive assessment program for development were evaluated in a field setting. Data concerning the activities of 104 executive-level managers were drawn from three sources: program participants, development team leaders, and professional assessors. Factors affecting program processes and outcomes were grouped into two classes, personal and situational. Development activity and outcomes showed positive relationships to several personal factors, especially motivation, self-efficacy, and preference for intrinsic incentives. Development activity also showed positive relationships to situational factors, especially interpersonal support. Additional analyses examined how rater perspective affected measures of development and how different operationalizations of development might alter conclusions. Implications for promoting the success of an executive assessment and development program were discussed.
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