This document discusses assessing leadership through identifying key leadership competencies and methods. It begins by defining leadership and the need to assess it for selection, promotion and development. It then covers leadership theories and models including trait, behavioral, contingency and transformational leadership. It discusses assessing cognitive ability, personality, integrity and leadership potential. Methods covered include assessment centers, interviews, tests and inventories. The document emphasizes the importance of validity, reliability, cost and practical application of assessment methods.

1. B.Tech Admission in India
By:
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2. Assessing Leadership:
Who is a leader and
how do we know it?
Tom Mitchell, U. of Baltimore
Division of Applied Behavioral Sciences
tmitchell@ubalt.edu
http://home.ubalt.edu/tmitch
410 837 5348
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3. 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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4. 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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5. Conceptual Distinctions
• Born or bred?
• Leader Emergence vs. Effectiveness
• Leadership vs. Management /supervision
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6. Conceptual Distinctions
• Leadership v. Management
– Power sources (French & Raven, ’59)
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• 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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7. Conceptual Distinctions
• 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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8. Leader vs. Manager (Kotter, ‘90)
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Establish Direction
vision - set strategy
Plan / Budget
resources – time lines
Align People
team building - Commitment
Organize / Staffing
establish rules - hire
Motivate & Inspire
Inspire - empower
Control / Problem Solve
Incentives – take action
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9. 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)
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• Trait (again!)
– Charismatic
– Transformational v. transactional (Bass, ’06)
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10. Leadership: Factors and Competencies
(Jeanneret and Silzer, 1998)
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• 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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11. Factors and Competencies (cont’)
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• 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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12. Transformational Leadership
(Bass & Avolio, ‘2000)
• Transformational Leadership
• Transactional Leadership
• Passive/Avoidant
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13. 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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14. Transformational Leader
Characteristics
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• Idealized Influence
– Role model / emulation
• Inspirational Motivation
– Vision / challenging
• Intellectual Stimulation
– Encourages creativity
• Individualized Consideration
– Coaching / mentoring
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15. 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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16. Need to Identify Them
– Recruitment
– Selection
– Succession planning (promotion)
– Development
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17. Assessment: How to
• Start with Job analysis:
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• 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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18. Assessment:
Issues in Assessing
• Validity & reliability
• Utility (effectiveness and cost)
• Test portability (VG)
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19. Assessment: Issues
• Validity strategies
– Content validity
– Criterion related validity
– Construct validity
– Face validity
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20. Assessment: Issues
• Utility
– Effectiveness
– Logistics
– Screening or ranking
• Costs
– Internal: Agency Personnel
– External: Vendors = $$$
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21. Assessment: Issues
• Validity Generalization
– Constructs are valid
– Job analysis: JA verification
• Test portability
– Why re-invent the wheel?
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22. Assessment:
Principal Traits
(Northouse, ’04)
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• Intelligence
• Self-confidence
• Determination
• Integrity
• Sociability
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23. Assessment:
Methods
• Personal History
• Assessment center
• Behavioral interview / Oral board
– handout “Candidate Leadership Ratings”
• Written tests / inventories
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24. Assessment:
Personal History
• Supplemental application blank
• References
• Past performance reviews
• Past accomplishments
• Peer assessments (promo / dev)
– 360 / multi-rater
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25. Assessment: Assessment Center
• Situational interview
• In-basket technique
• Job simulation
• Leaderless Group Discussion
– Leader emergence
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26. Assessment:
Written tests/ inventories
• Cognitive ability
• Integrity inventories
• Personality inventories
• Leadership ability tests
• Biodata
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27. Assessment:
Cognitive Ability
• Watson-Glazer Critical Thinking Appraisal
(Psychological Corporation: Harcourt Brace, Pub)
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• -> 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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28. Assessment: Integrity
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• Integrity tests
– Overt
– Personality
• Hogan Personnel Selection Scale
– (organizational delinquency)
– http://www.hoganassessments.com/
– Polygraph (?)
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29. 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)
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– (L.Goldberg)
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30. Five Factor Model:
Big Five Personality Dimensions (C A N O E) (Barrick & Mount, ’91
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• Conscientiousness
– persistence, doggedness, hardworking, dependable,
– thorough, and responsible.
• Agreeableness
– being liked, courtesy, good-natured, cooperative, forgiving, soft
hearted.
• 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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31. 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/
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32. CPI:
Psychological Personality Inventory (3rd ed)
• 20 scales (approximate “Big five”)
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• 2 special scales:
– Managerial Potential (Mp)
– Leadership Potential (Lp)
• Consulting Psychologists Press, Inc. (CPP)
– http://www.cpp.com/
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33. 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/
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34. IPIP
• IPIP International Personality Item Pool
– (L.Goldberg) http://ipip.ori.org/ipip/
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• 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)
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35. Leadership Ability:
Measures
• Leadership Opinion Questionnaire (LOQ)
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– (Self report)
• The Supervisory 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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36. 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
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37. 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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38. LOQ: Initiating Structure
• Defines own and subordinates’ roles toward goal attainment
• High score: Takes very active role in directing activities through
– Planning
– Communicating information
– Scheduling
– Criticizing
– Trying new ideas
• Low score: Relatively inactive in directing activites
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39. LOQ
used for:
• Training
• Assessment of culture
• Selection
• Coaching
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40. MLQ
Multifactor Leadership Questionnaire (Bass & Avolio)
• Transformational Leadership
• Transactional Leadership
• Passive/Avoidant
• Mindgarden, Inc. http://mindgarden.com/products/mlqr.htm
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41. MLQ: Used for
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• Selection
• Succession Planning
• Development (3600 Feedback)
• Diagnosis / coaching
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42. Some Vendors
• CCL Center for Creative Leadership
– http://www.ccl.org/leadership/index.aspx
• PDI Personnel Decisions International
– http://www.personneldecisions.com
• DDI Development Dimensions International
– http://www.ddiworld.com/our_expertise/leadership.asp
• Personnel Testing Council Metropolitan Washington
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– http://www.ptcmw.org/
(I/O consulting firms)
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43. Conclusion
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• 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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44. Leadership
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• Comments?
• Questions?
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45. 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
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46. References
• Barrick, M. R., & Mount, M. K. (1991). The big five personality dimensions and job performance: A meta-analysis.
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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 JEFFJ@PDI-CORP.COM
• (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 of Contemporary 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.
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