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LEADERSHIPPOTENTIAL INDICATORLeadership Assessment and Development                                    Turn on your sound
16/01/2013               MySkillsProfile © 2012   2Contents• Purpose• Applications• Development approach• Concept model• W...
16/01/2013                        MySkillsProfile © 2012     3Purpose• Individual. Assess management and leadership style ...
16/01/2013                          MySkillsProfile © 2012   4Applications• Selection interviews• Assessment centers• Exec...
16/01/2013                              MySkillsProfile © 2012   5Development Approach• Review of literature on management...
16/01/2013                         MySkillsProfile © 2012               6Concept Model                             Plannin...
16/01/2013                                                 MySkillsProfile © 2012                           7 LPI ScalesMA...
16/01/2013                                                   MySkillsProfile © 2012                    8More LPI ScalesMAN...
16/01/2013                                                        MySkillsProfile © 2012   9Scale DescriptionSCALE 1.1. IN...
16/01/2013                                       MySkillsProfile © 2012             10Scoring ApproachSten    Percentile M...
16/01/2013                      MySkillsProfile © 2012   11Feedback Report1.    Introduction2.    What the scales measure3...
16/01/2013                                          MySkillsProfile © 2012               12Leadership Level Level       Co...
16/01/2013                                                   MySkillsProfile © 2012             13Developing the Vision   ...
16/01/2013                                                       MySkillsProfile © 2012             14Sharing the Goals   ...
16/01/2013                                                     MySkillsProfile © 2012        15Gaining Support            ...
16/01/2013                                                       MySkillsProfile © 2012           16Delivering Success    ...
16/01/2013                                           MySkillsProfile © 2012                          17LPI Profile Chart (...
16/01/2013                                                     MySkillsProfile © 2012                     18Development Ti...
16/01/2013                            MySkillsProfile © 2012   19Technical Properties• Median scale reliability is 0.71• M...
16/01/2013                           MySkillsProfile © 2012   20Further Information• Download the User Manual--click here•...
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2013 01-15 LPI Leadership Potential Indicator

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Presentation about the Leadership Potential Indicator (LPI) published by MySkillsProfile.com

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2013 01-15 LPI Leadership Potential Indicator

  1. 1. LEADERSHIPPOTENTIAL INDICATORLeadership Assessment and Development Turn on your sound
  2. 2. 16/01/2013 MySkillsProfile © 2012 2Contents• Purpose• Applications• Development approach• Concept model• What the scales measure• Scoring approach• Feedback report• Technical properties
  3. 3. 16/01/2013 MySkillsProfile © 2012 3Purpose• Individual. Assess management and leadership style and competencies and provide recommendations for performance improvement.• Corporate. Benchmark group competencies and provide recommendations for organizational development.
  4. 4. 16/01/2013 MySkillsProfile © 2012 4Applications• Selection interviews• Assessment centers• Executive education• Coaching• Team building• Training needs analysis/metrics
  5. 5. 16/01/2013 MySkillsProfile © 2012 5Development Approach• Review of literature on management and leadership• Analysis of existing organizational competency frameworks• Development of concept model• Generation of items for scales• Online trial of draft questionnaire• Reliability and factor analysis• Revision of items and scales• Generation of norms
  6. 6. 16/01/2013 MySkillsProfile © 2012 6Concept Model Planning & Managing Change Interpersonal Skills Organizing Results Orientation Leadership
  7. 7. 16/01/2013 MySkillsProfile © 2012 7 LPI ScalesMANAGEMENT AND LEADERSHIP COMPETENCIES1 Managing Change Competency Requirements1.1 Initiating Activity Shows initiative, has positive attitude, self starter1.2 Taking Risks Takes risks, challenges accepted practice, bends rules to make progress1.3 Creating & Innovating Originates change, makes things better, produces creative ideas and solutions1.4 Adapting to change Adapts quickly to change, responds flexibly to people and situations2 Planning and Organizing Competency Requirements2.1 Analyzing & Interpreting Analyses situations carefully, makes rational judgments and logical decisions2.2 Making Decisions Decides quickly, displays confidence, acts independently when necessary2.3 Planning & Prioritizing Plans and prioritizes work activities, manages time effectively2.4 Monitoring Quality Takes pride in work, does job well, gets the detail correct3 Interpersonal Skills Competency Requirements3.1 Communicating Expresses views clearly, makes impact with presentations3.2 Listening & Supporting Sensitive to people’s needs, involves people in plans and decisions3.3 Relating & Networking Develops strong working relationships, builds rapport quickly3.4 Team Working Strong team player, works effectively with people
  8. 8. 16/01/2013 MySkillsProfile © 2012 8More LPI ScalesMANAGEMENT AND LEADERSHIP COMPETENCIES4 Results Orientation Competency Requirements4.1 Achieving Goals Self motivated, driven to get ahead, prepared to do whatever it takes4.2 Meeting Customer Needs Applies customer concepts, focuses on quality and service4.3 Focusing on the Business Focuses on bottom line, controls costs, sets ambitious targets4.4 Learning & Developing Exploits opportunities for self development, energetic, self aware5 Leadership Competency Requirements5.1 Persuading & Influencing Has presence and authority, enjoys being in charge, takes lead5.2 Motivating & Empowering Empowers and motivates team members, delegates tasks effectively5.3 Coaching Others Coaches and develops team, gives regular feedback5.4 Coping with Pressure Handles pressure and stress, stays calm and in control
  9. 9. 16/01/2013 MySkillsProfile © 2012 9Scale DescriptionSCALE 1.1. INITIATING ACTIVITYHigh ScorerCompetence LevelOriginates activities, tasks or managerial actions.Example scale itemI act independently when it is necessary.Moderate ScorerCompetence LevelDisplays as much initiative as the average manager.orDisplays initiative in some situations but not others.Low ScorerProcrastinates or waits for others to originate activities, tasks or managerial actions.Example scale itemI don’t usually take the first step.Relationships with Other Scales PositiveStrongest correlations with Persuading and Influencing Learning and Developing Making Decisions
  10. 10. 16/01/2013 MySkillsProfile © 2012 10Scoring ApproachSten Percentile Meaning Level Competence A score of 8 is higher than about Very well-developed competency/key strength to8-10 5 90% of the comparison group capitalize on A score of 7 is higher than about 7 4 Well developed competency/emerging strength 75% of the comparison group A score of 5 is higher than about Moderately well developed competency/mid- 5-6 3 40% of the comparison group range skill A score of 4 is higher than about 4 2 Less developed competency/embryonic skill 25% of the comparison group A score of 3 is higher than about 1-3 1 Least developed competency/possible flaw 10% of the comparison group
  11. 11. 16/01/2013 MySkillsProfile © 2012 11Feedback Report1. Introduction2. What the scales measure3. Executive summary4. Leadership level5. Developing the vision6. Sharing the goals7. Gaining support8. Delivering success9. Development advice
  12. 12. 16/01/2013 MySkillsProfile © 2012 12Leadership Level Level Core Competencies Outstanding leader who delivers exceptional performance through a combination of well- 5 developed skills and competencies in management and leadership. Effective leader who possesses many well-developed skills and competencies in 4 management and leadership. Competent manager who possesses moderately well-developed skills and competencies 3 in management and leadership. Junior-level manager with some moderately well-developed skills and competencies in 2 management and leadership and some weaker areas and gaps. Individual contributor who needs to boost management and leadership skills and 1 competencies in order to join the management ranks.
  13. 13. 16/01/2013 MySkillsProfile © 2012 13Developing the Vision Originators Modernizers Come up with new ideas for research or Challenge the old order and its way of technology or production for the doing things… organization... Managing Change Traditionalists Implementers Are more comfortable in stable Are skilled at setting up, scheduling and organizations that utilize tried and tested tracking projects… technologies… Planning and Organizing
  14. 14. 16/01/2013 MySkillsProfile © 2012 14Sharing the Goals Presenters Directors Have strong oral communication skills Build understanding and ownership of and make good public speakers and the organizations vision and objectives chairpersons… Interpersonal Skills through a blend of strong leadership and communication skills... Followers Regulators Operate best in team positions without Are strong on setting the direction of managerial responsibilities… travel and exercising control but… Leadership
  15. 15. 16/01/2013 MySkillsProfile © 2012 15Gaining Support Explorers Catalysts Thrive on change and enjoying venturing Increase the rate of change in an into new territories... organization because they are people- oriented innovators... Managing Change Defenders Adaptors Tend to be slightly more resistant to new Are people managers who are most ideas and initiatives particularly those comfortable implementing change brought about by new technology… programmes initiated by other managers... Interpersonal Skills
  16. 16. 16/01/2013 MySkillsProfile © 2012 16Delivering Success Individual Contributors Corporate Managers Operate best outside or on the fringes of Are used to operating in large traditional management structures… organizations where new initiatives tend to be planned by groups of people… Results Orientation Steady Workers Planners Work reliably and steadily and make Specialize in scheduling the systematic progress towards their goals implementation of new business over a long period of time… processes and systems… Planning and Organizing
  17. 17. 16/01/2013 MySkillsProfile © 2012 17LPI Profile Chart (extract)John SmithScale 1 2 3 4 5 6 7 8 9 10 High Score Meaning Shows initiative, has positive attitude, self-Initiating Activity < - > starter Takes risks, challenges accepted practice,Taking Risks < - > bends rules to make progress Originates change, makes things better,Creating and Innovating < - > produces creative ideas and solutions Adapts quickly to change, respondsAdapting to Change < - > flexibly to people and situations
  18. 18. 16/01/2013 MySkillsProfile © 2012 18Development Tips1.1 Initiating ActivityFirst-level a Read HBRs 10 Must Reads on Managing Yourself (HBR Onpoint Collection) b Demonstrate a sense of urgency for achieving goals and resolving problems c Talk to your boss and mentor about behaviors’ that demonstrate drive and initiative d Act quickly when problems arise or circumstances change e Review whether your performance is suffering from too much multitaskingMiddle a Read HBRs 10 Must Reads on Managing Yourself (HBR OnPoint Collection) b Present proposals for change and improvement to your bosses c Encourage the team to demonstrate a sense of urgency for achieving goals and resolving problems d Use peers as a sounding board for ideas and proposals for change e Volunteer for new responsibilities and assignmentsSenior a Read HBRs 10 Must Reads on Managing Yourself (HBR OnPoint Collection) b Encourage the people you are responsible for to take the initiative and be proactive and inventive c Consider how the organization could make a greater contribution to the community d Identify potential candidates for additional responsibilities and assignments e Coach and mentor others in the behaviours that demonstrate enterprise and resourcefulness
  19. 19. 16/01/2013 MySkillsProfile © 2012 19Technical Properties• Median scale reliability is 0.71• Median correlation between LPI scales and job performance ratings is 0.25• Median correlation of 0.77 between LPI scales and markers from Emotional Competence Framework• Norms based on international group of 20,000 respondents with equal numbers of men and women• 50% of respondents from the United States, about 20% from the United Kingdom, about 16% came from Canada, Australia and New Zealand• Mean age of the sample is 38 years
  20. 20. 16/01/2013 MySkillsProfile © 2012 20Further Information• Download the User Manual--click here• Have a look at an example feedback report--click here• View a video presentation about the LPI--click here• Purchase an individual assessment--click here• Open an account to test a group--click here• More questions--email us

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