Assessing Leadership

7/29/2019 Assessing Leadership

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Assessing Leadership:

Who is a leader andhow do we know it?

Tom Mitchell, U. of Baltimore

Division of Applied Behavioral Sciences

[email protected]

http://home.ubalt.edu/tmitch

410 837 5348
mailto:[email protected]://home.ubalt.edu/tmitchhttp://home.ubalt.edu/tmitchmailto:[email protected]


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Why we need to know

Selection

- hire new managers (first line to mid level)

Promotion- succession planning and staffing

Development

- training and coaching- diagnose problems


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Who are they?

Definitions of leadership:

Person who motivates others to perform well

Directing & coordinating group activities (Fiedler, 67)

Influencing others to achieve a common goal (Northouse, 2004)

Building networked relationships to enhance cooperation (Day, 2001)


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Conceptual Distinctions

Born or bred?

Leader Emergence vs. Effectiveness

Leadership vs. Management /supervision


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Leadership v. Management

Power sources (French & Raven, 59) Position v. Personal power

Power source: Power influence:

1. Reward: give rewards

2. Coercive punish

3. Legitimate demand

4. Referent identifies with supervisor

5. Expert knowledge & expertise


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Leadership v. Management

Power source: Power:

1. Reward: give rewards 2. Coercive punish

3. Legitimate demand

4. Referent identifies with supervisor

5. Expert knowledge & expertise


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Leader vs. Manager(Kotter, 90)

Establish Directionvision - set strategy

Plan / Budget

resources time lines

Align People

team building - Commitment

Organize / Staffing

establish rules - hire

Motivate & InspireInspire - empower

Control / Problem SolveIncentives take action


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Theories: History (short)

Trait(20s 30s) -> dead end E.g. height / weight / ambitious / gender

Behavioral(50s 60s: Ohio state, Fleishman & Harris, 62) Consideration / initiating structure (LOQ)

Contingency(60s 70s: U. MI; Fiedler 67) Situational leadership (Hersey & Blanchard, 77) Path -> Goal (House & Mitchell, 74)

Trait (again!) Charismatic Transformational v. transactional (Bass, 06)


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Leadership: Factors and Competencies

(Jeanneret and Silzer, 1998)

Thinking skills Analyzing information

Solving problems

Work management skills Planning and organizing work Being resourceful

Interpersonal and communication skills Building networks Relating to others

Leadership skills Motivating and inspiring others Coaching and developing others


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Factors and Competencies (cont)

Motivation skills Adapting to change Showing drive and taking action

Personal factors

Demonstrating integrity and trust Modeling cultural values

Organizational skills Focusing on customers Committing to quality

Technical skills Demonstrating functional expertise Knowing the business


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Transformational Leadership

(Bass & Avolio, 2000)


Transactional Leadership

Passive/Avoidant


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Personal traits:Transformational Leadership

Transactional leaders

Social exchange

Transformational leaders

Stimulate and Inspire

Grow and develop

Empower followers

Passive/Avoidant

MBE / Lassiez Faire


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Transformational LeaderCharacteristics

Idealized Influence Role model / emulation

Inspirational Motivation

Vision / challenging

Intellectual Stimulation Encourages creativity

Individualized Consideration Coaching / mentoring


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Assessing Leadership

Who they are (now we know)

How do we know?

Why do we need to know?

Identifying and Assessing Leaders

(assessment strategies)


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Need to Identify Them

Recruitment

Selection

Succession planning (promotion)

Development


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Assessment: How to

Start with Job analysis: Id SMEs

Conduct interviews

Review job description Confirm leadership duties and KSAOs

(use factors and competencies)

Develop matrix (duties & competencies)

Document Job Analysis findings


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Assessment:Issues in Assessing

Validity & reliability

Utility (effectiveness and cost) Test portability (VG)


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Assessment: Issues

Validity strategies

Content validity

Criterion related validity

Construct validity

Face validity


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Assessment: Issues

Utility

Effectiveness

Logistics

Screening or ranking

Costs

Internal: Agency Personnel

External: Vendors = $$$


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Assessment: Issues

Validity Generalization

Constructs are valid

Job analysis: JA verification

Test portability

Why re-invent the wheel?


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Assessment:Principal Traits

(Northouse, 04)

Intelligence

Self-confidence

Determination Integrity

Sociability


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Assessment:Methods

Personal History

Assessment center

Behavioral interview / Oral board handout Candidate Leadership Ratings

Written tests / inventories


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Assessment:Personal History

Supplemental application blank

References

Past performance reviews Past accomplishments

Peer assessments (promo / dev)

360 / multi-rater


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Assessment:Assessment Center

Situational interview

In-basket technique

Job simulation Leaderless Group Discussion

Leader emergence


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Assessment:Written tests/ inventories

Cognitive ability

Integrity inventories

Personality inventories Leadership ability tests

Biodata


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Assessment:Cognitive Ability

Watson-Glazer Critical Thinking Appraisal(Psychological Corporation: Harcourt Brace, Pub)

-> Measures: Inference Recognition of Assumptions Deduction

Interpretation (generalizing, conclusions) Evaluation of Arguments

Wonderlic Personnel Test (Wonderlic Personnel Test, Inc., 1992. 1-800 323-3742 )

-> Measures

g general intelligence (potential for development) Extensive norms


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Assessment: Integrity

Integrity tests

Overt

Personality

Hogan Personnel Selection Scale (organizational delinquency)

http://www.hoganassessments.com/

Polygraph (?)
http://www.hoganassessments.com/http://www.hoganassessments.com/


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Assessment:Personality Inventories

NEO-PI (Five factor model) (Costa & McRae, 92)

CPI (California Psychological Inventory) CPP (Gough)

HPI (Hogan Personality Inventory) (R. & J. Hogan)

IPIP (International Personality Item Pool) (L.Goldberg)


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Five Factor Model:Big Five Personality Dimensions (C A N O E)(Barrick & Mount, 91

Conscientiousness persistence, doggedness, hardworking,dependable, thorough, and responsible.

Agreeableness

being liked, courtesy, good-natured, cooperative, forgiving, softhearted.

Neuroticism

anxiety, depression, anger worry, and insecurity.

Open to Experience

imaginative, creative, broad-minded and intelligent.

Extroversion

sociability, gregariousness, talkativeness,and activity..


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NEO-PI

NEO-PI-R (Costa & McRae, 92)

NEO Personality Inventory: Revised

Long & short version

Management report

Psychological Assessment Resources, Inc. (PAR)http://www3.parinc.com/
http://www3.parinc.com/http://www3.parinc.com/


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CPI:Psychological Personality Inventory (3rded)

20 scales (approximate Big five)

2 special scales:

Managerial Potential (Mp) Leadership Potential (Lp)

Consulting Psychologists Press, Inc. (CPP)

http://www.cpp.com/
http://www.cpp.com/http://www.cpp.com/


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Hogan Personality Inventory:(HPI)

7 traits: BIG Five Adjustment (Neuroticism)

Ambition / Sociability (Extraversion) Likeability (Agreeableness)

Prudence (Conscientiousness)

Intellectance & (Openness)

school success

Hogan Assessments, Inc. http://www.hoganassessments.com/
http://www.hoganassessments.com/http://www.hoganassessments.com/


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IPIP

IPIP International Personality Item Pool

(L.Goldberg) http://ipip.ori.org/ipip/

Five Factors:

http://www.personal.psu.edu/faculty/j/5/j5j/IPIP/

Long version: 300 items (40-60 minutes)

Short version: 120 items (15-20 minutes)
http://ipip.ori.org/ipip/http://www.personal.psu.edu/faculty/j/5/j5j/IPIP/http://www.personal.psu.edu/faculty/j/5/j5j/IPIP/http://ipip.ori.org/ipip/


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Leadership Ability:Measures

Leadership Opinion Questionnaire (LOQ) (Self report)

TheSupervisory Behavior Description(SBD) (used by subordinates to rate supervisor)

(E. Fleishman, Ohio State studies)

Multifactor Leadership Questionnaire (MLQ) (B. Bass, transformational Leadership)


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Leadership Ability: LOQ

Two dimensions (independent constructs)

Consideration

Concern for others

Initiating structure Task oriented

Creative Organizational Design, Inc. (COD) http://www.creativeorgdesign.com/testpages/loq.htm
http://www.creativeorgdesign.com/testpages/loq.htmhttp://www.creativeorgdesign.com/testpages/loq.htm


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LOQ: Consideration

Relationships with subordinates characterized by:

Mutual trust

Respect for their ideas Consideration of their feelings

Warmth between manager and subordinate

High score: Good rapport and two-way communications

Low score: More impersonal in relations with group members


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LOQ: Initiating Structure

Defines own and subordinates rolestoward goal attainment

High score: Takes very active role in directing activities through

Planning

Communicating information Scheduling

Criticizing

Trying new ideas

Low score: Relatively inactivein directing activites


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LOQused for:

Training

Assessment of culture Selection

Coaching


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MLQ

Multifactor Leadership Questionnaire(Bass & Avolio)


Transactional Leadership Passive/Avoidant

Mindgarden, Inc.http://mindgarden.com/products/mlqr.htm
http://mindgarden.com/products/mlqr.htmhttp://mindgarden.com/products/mlqr.htm


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MLQ: Used for

Selection

Succession Planning

Development (3600 Feedback)

Diagnosis / coaching


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Some Vendors

CCLCenter for Creative Leadership http://www.ccl.org/leadership/index.aspx

PDIPersonnel Decisions International

http://www.personneldecisions.com

DDIDevelopment Dimensions International

http://www.ddiworld.com/our_expertise/leadership.asp

Personnel Testing Council Metropolitan Washington http://www.ptcmw.org/

(I/O consulting firms)
http://www.ccl.org/leadership/index.aspxhttp://www.ccl.org/leadership/index.aspxhttp://www.personneldecisions.com/http://www.personneldecisions.com/http://www.ddiworld.com/our_expertise/leadership.asphttp://www.ptcmw.org/http://www.ptcmw.org/http://www.ddiworld.com/our_expertise/leadership.asphttp://www.ddiworld.com/our_expertise/leadership.asphttp://www.personneldecisions.com/http://www.personneldecisions.com/http://www.ccl.org/leadership/index.aspxhttp://www.ccl.org/leadership/index.aspx


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Conclusion

Because

We know who they are & Can identify them

We can

Improve Agency functioning & productivity Through effectiveness

Reduce costs Improve the bottom line


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Leadership

Comments?

Questions?


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Online Sources:

Center for Creative Leadership http://www.ccl.org/leadership/index.aspx

Development Dimensions International (DDI) http://www.ddiworld.com/our_expertise/leadership.asp

Personnel Decisions International http://www.personneldecisions.com

Hogan Personnel Selection Scale http://www.hoganassessments.com/

Multifactor Leadership Questionnaire

http://mindgarden.com/products/mlqr.htm

Leadership Opinion Questionnaire (LOQ) http://www.creativeorgdesign.com/testpages/loq.htm
http://www.ccl.org/leadership/index.aspxhttp://www.ddiworld.com/our_expertise/leadership.asphttp://www.ddiworld.com/our_expertise/leadership.asphttp://www.personneldecisions.com/http://www.personneldecisions.com/http://www.hoganassessments.com/http://mindgarden.com/products/mlqr.htmhttp://mindgarden.com/products/mlqr.htmhttp://www.creativeorgdesign.com/testpages/loq.htmhttp://www.creativeorgdesign.com/testpages/loq.htmhttp://www.creativeorgdesign.com/testpages/loq.htmhttp://www.creativeorgdesign.com/testpages/loq.htmhttp://mindgarden.com/products/mlqr.htmhttp://mindgarden.com/products/mlqr.htmhttp://www.hoganassessments.com/http://www.hoganassessments.com/http://www.personneldecisions.com/http://www.personneldecisions.com/http://www.ddiworld.com/our_expertise/leadership.asphttp://www.ddiworld.com/our_expertise/leadership.asphttp://www.ccl.org/leadership/index.aspx


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References

Barrick, M. R., & Mount, M. K. (1991). The big five personality dimensions and job performance: A meta-analysis.Personnel Psychology, 44, 1-26.

Bass, B. M. & Riggio, R. E. (2006). Transformational Leadership. 2nd ed. Lawrence Erlbaum, pub. Bass, B. & Avolio, B. (2000). MLQ Multifactor Leadership Questionnaire 2nd ed. Redwood City, CA: Mind Garden Costa, P. T., Jr., & McCrae, R. R. (1992). Revised NEO PI Personality Inventory: NEO PI and NEO Five Factor

Inventory (NEO FFI: Professional Manual: Odessa, FL: Psychological Assessment Resources, Inc.) Fiedler, F. (1967).A theory of Leadership Effectiveness. New York: McGraw Hill. Fleishman, E. A. & Harris, E. F. (1962). Patterns of leadership behavior related to employee grievances and

turnover. Personnel Psychology, 15, 43-56.

French, J. R. P, & Raven, B. H. (1959). The bases of social power. In D. Cartwright. (Ed.), Studies of social power ) pp. 150-157. Ann Arbor, MI: Institute for Social Research. Jeanneret, Richard, & Silzer, Rob. (1998). Individual Psychological Assessment Predicting behavior in

organizational settings. Jossey Bass pub. Chapter 12 Shaping organizational leadership. Johnson, Jeff W., Questar Data Systems, Inc. Mineapolis, MN [email protected] (Handout for ratings leadership characteristics) Hersey, P., & Blanchard, K. H. (1977). Management of Organizational Behavior, 3rd 3d. Englewood Cliffs, NJ:

Prentice Hall House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Journal ofContemporary Business, 3, 81-97. Kotter, J. P. (1990).A force for change: How leadership differs from management(pp. 3-8). New York: Free Press Northouse, Peter G. (2004). Leadership: Theory and Practice. 3rd ed. Sage, pub.
mailto:[email protected]:[email protected]:[email protected]:[email protected]

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Assessing Leadership

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