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“LEADS”: Leadership Enhancement And Development System
“LEADS”: Leadership Enhancement And Development System
For once, it’s all about
YOU.
LEADS is…•Designed to identify leadership traits and potential
•Intended as a professional development resource
•Comprised of feedback from a variety of observers (a “360-degree multi-rater assessment”)
•Confidential
•LEADS is not a performance evaluation
Participation is voluntary for both raters and participants
Participants complete a self-assessment
Observers do not have to be associated with Mizzou
If participant elects to do so, they can repeat their assessment over time
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Getting Started
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LEADS Roles
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LEADS: Rater Types
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LEADS Enrollment
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Enrollment EmailParticipant receives email (shown below) asking him/her to click on a link to invite the raters.
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Identifying Your “Raters”
Participant identifies each rater, designates their relationship and enters their email address. (The email address does not have to be a University account.)
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Inviting Your “Raters”
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Beginning Your Self-AssessmentParticipant is sent an email inviting them to complete a confidential self-assessment. Participants are allotted two weeks to complete this assessment.
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Self-Assessment
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Self-AssessmentEach question set area closes with an “open-ended” response opportunity to enter comments about the area being rated for the participant.
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Raters’ ProcessRaters receive an email (shown below) indicating that they have been identified as someone who can help the participant better understand his/her leadership qualities. A link is provided for the survey and if raters choose to participate they are given two weeks to complete the questionnaire.
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Raters: Accept or Decline InvitationRaters will have the opportunity to participate in the survey or decline to participate.
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Rater’s Assessment
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Confidentiality/Anonymity
All rater responses are anonymous
Three raters in each category are strongly encouraged
There are exceptions, i.e., Supervisor & Mentor
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As in the self-assessment, each section concludes with an opportunity for comments. The LEADS results report will include all comments provided for the participant’s review (identities will be anonymous except in cases where the group contains only one possibility [supervisor, for example]).
Rater’s Assessment
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Question Categories
Personal Qualities/Characteristics
Competencies – Skills, Knowledge and Abilities
Organizational Effectiveness
Teamwork & Collaboration
Customer Service
Transformational Change Management
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Values and Scales
AlwaysVery FrequentlyOccasionallyRarelyVery RarelyNever
Rating scales offered in the question series:
Not Applicable
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Values and Scales
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Leadership Profile Results Reports
LEADS
LEADERSHIP ENHANCEMENT AND DEVELOPMENT SYSTEMLEADERSHIP PROFILE REPORT
May 29, 2009
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Results Reports: Overview of Output
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Values and Scales Numeric Values of Rating Scale in LEADS Analysis
0
20
40
60
80
100
0 20 40 60 80 100
"Never"
"Very Rarely"
"Rarely"
"Occasionally"
"Very Frequently"
"Always"
For purposes of analysis, these ratings are converted into numeric values so that further calculations may be performed. These can be useful in identifying opportunities for development or utilization of strengths.
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Output example
Numeric averages by question area and rating group
68.0 100.0 85.7 78.3 83.0
SUMMARY: Sample Participant
Question Set 1Personal Qualities and
Characteristics
Overall AvgSelf Supv Dept. Empls Others
Strengths = scores >80Areas for development = scores <50
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Output example
Average scores, bar chart format
Never Very Rarely Rarely Occasionally Very Frequently Always
0 20 40 60 80 100
68.0100.0
85.778.3
83.0
0 20 40 60 80 100
Self
Supv
Dept. Empls
Others
Overall Avg
74.4100.0
91.579.3
86.3
0 2 0 40 6 0 80 100
Self
Supv
Dept. Empls
Others
Overall Avg
74.5100.0
78.570.9
81.0
0 20 4 0 6 0 80 10 0
Self
Supv
Dept. Empls
Others
Overall Avg
75.091.7
84.781.1
83.1
0 20 40 60 80 100
Self
Supv
Dept. Empls
Others
Overall Avg
7
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Comparisons
Display of participant’s “self score” and combined scores of all other raters.
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Comparisons
Some items will reflect a harsher “self” score than the ratings received from observers
It is realistic to see some items scored in the lower end of the scale
Measure: Self Score
External Scores (All Other Raters Combined)
Strengths = scores >80Areas for development =
scores <50
The participant demonstrates a strong commitment to excellent customer service. 80.00 97.78
The participant communicates relevant information to others. 60.00 97.78
The participant readily shares credit for success. 60.00 97.78
The participant conducts meetings effectively. 20.00 95.56
Strengths = scores >80Areas for development = scores <50
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Comparisons
Others will reveal areas perceived as strengths by the participant, but may actually be an opportunity for development
Measure: Self Score
External Scores (All Other Raters Combined)
Strengths = scores >80Areas for development = scores <50
The participant demonstrates enthusiasm regarding the organization. 100.00 68.89
The participant demonstrates self-confidence. 100.00 73.33
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Comparisons: “Dissonance” ScoresAreas of strong difference are sorted in order to highlight particular items on which the viewpoint of the participant and that of their raters was especially divergent.
Measure: Self Score
External Scores (All Other Raters Combined)
Strengths = scores >80Areas for development =
scores <50
Dissonance Value
The participant demonstrates enthusiasm regarding the organization. 100.00 68.89 31.11
The participant demonstrates self-confidence. 100.00 73.33 26.67
Reflection time….
QUESTIONS TO CONSIDER:
Where were you surprised the most?
What did you already know?
Identify your areas for development(ratings approaching or below 50 = “less than occasionally”)
Which items reflected the biggest difference between your own ratings and those of others around you?
Are the areas for development different from what you expected?
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LEADS Advisors: A Coaching Resource
helpful to have a professional “third party” review the results of the assessment (positive and negative feedback)
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The Coaching Model
•Conduct an assessment (LEADS)•Establish principles of the coaching relationship•Debrief the results•Develop action plan/personal development plan•Implement action plan•Assess results
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LEADS Advisors: A Coaching Resource
May also assist participants in developing strategies to identify or improve areas revealed in the LEADS assessment. The LEADS advisor is aware of other campus resources that are available to support participants. All meetings with the LEADS advisor are confidential.
http://hrs.missouri.edu/training
LEADS
