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MANAGEMENT AND LEADERSHIP QUESTIONNAIRE Leadership Assessment and Development

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Page 1: MANAGEMENT AND LEADERSHIP QUESTIONNAIRE Leadership Assessment and Development

MANAGEMENT AND LEADERSHIP QUESTIONNAIRE

Leadership Assessment and Development

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Contents• Purpose• Applications• Development approach• Concept model• What the scales measure• Scoring approach• Feedback report• Technical properties

MYSKILLSPROFILE © 2012

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Purpose• Individual

Assess management and leadership style and competencies and provide recommendations for performance improvement• Corporate

Benchmark group competencies and provide recommendations for organizational development

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Applications• Competency based selection• Organization development programs• University executive education• Coaching• Team building• Training needs analysis/metrics

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Development 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

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Concept Model

Leadership competencies

Strategic and creative thinking

Leading and deciding

Developing and changing

Management competencies

Implementing and improving

Communicating and presenting

Relating and supporting

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What the Scales MeasureLeadership/Transformational Competencies

1 Strategic and Creative Thinking Competency Requirements

1.1 Thinking and managing globallyKeep up to date with global trends, review the company's position, develop business relationships in other countries.

1.2Developing strategy and acting strategically

See the big picture, pick up changes in the marketplace, review and analyze the business unit's strategy.

1.3 Managing knowledge and informationKeep up with advances in business area, benchmark performance against industry leaders, seek advice from experts.

1.4 Creating and innovatingHelp people to think differently about a problem, get buy-in for creative ideas, turn novel ideas into reality.

1.5Managing costs and financial performance

Read and interpret financial reports, set financial targets, review and improve financial performance.

2 Leading and Deciding Competency Requirements

2.1 Attracting and managing talentHelp new employees get up to speed quickly, give people challenging job assignments, monitor people’s performance.

2.2Motivating people and inspiring them to excel

Communicate high expectations of people, trust capable people to do their work, celebrate team achievement.

2.3 Coaching and developing peopleProvide people with assignments to develop their skills, give timely coaching, act as a role model for development.

2.4 Managing culture and diversityDefine acceptable workplace behavior, challenge bias and intolerance, act as a role model of inclusive behavior.

2.5 Making sound decisions Assess options and risks, consult people and take their views and ideas into account, act decisively.

3 Developing and Changing Competency Requirements

3.1 Displaying initiative and drive Start tasks right away, get things done quickly, be ready to go the extra mile.

3.2 Showing courage and strengthDo what is right despite personal risk, say no when necessary, have the courage to take tough decisions.

3.3 Learning and developing continuously Seek feedback, set personal development goals, show a sense of humor and perspective.

3.4 Managing and implementing changeSell the benefits of change, model the change expected of others, establish roles and structures to support change.

3.5 Adapting and coping with pressure Adapt quickly to new situations, handle stress successfully, keep composure in difficult circumstances.

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What the Scales MeasureManagement/Transactional focus

4 Implementing and Improving Competency Requirements

4.1 Executing strategies and plansProvide direction and support, delegate responsibility to the appropriate people, hold people accountable for delivery.

4.2 Improving processes and systemsAllocate responsibility for improvement, learn lessons from process breakdowns, improve business processes.

4.3Managing customer relationships and services

Set high standards for customer service, exceed customer expectations, resolve customer issues quickly.

4.4 Analyzing issues and problemsGather information from a wide variety of sources, approach problems from different angles, brainstorm possible solutions with others.

4.5 Managing plans and projects Develop bold plans, obtain resources to carry out projects, manage critical dependencies and risks.

5 Communicating and Presenting Competency Requirements

5.1Facilitating and improving communication

Create a climate where people share views and ideas, exchange information with the team, bosses and stakeholders.

5.2 Influencing and persuading peoplePromote views and ideas, influence people by addressing their needs and priorities, negotiate effectively.

5.3 Managing feelings and emotions Know which emotions you are feeling and why, handle other people’s feelings and emotions sensitively.

5.4Speaking with confidence and presenting to groups

Demonstrate presence, communicate with self-assurance, give effective presentations to groups.

5.5 Writing and reportingProduce clearly written reports, write effectively for different audiences, edit other people's written work skillfully.

6 Relating and Supporting Competency Requirements

6.1 Relating and networkingWork effectively with other people, build rapport and keep others in the loop, use networks to get things done.

6.2 Listening and showing understanding Put people at ease, pay attention to their feelings and emotions, listen without interrupting.

6.3 Building trust and modeling integrity Act in accordance with values and principles, give consistent messages, keep promises.

6.4 Identifying and resolving conflict Encourage debate, bring disagreements into the open, address and resolve conflict early.

6.5 Cultivating teamwork and collaborationSet the team's direction and priorities, review the team's successes and failures, help team members work well together.

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What the Scales MeasureScale 1.1. Thinking and managing globallyCompetency DescriptionKeep up to date with global trends, review the company's position, develop business relationships in other countries.High Scorer

Competence LevelMuch more competent than the average manager in the comparison group.Example scale itemDiscussing global business trends.

Moderate ScorerCompetence LevelDemonstrates average/moderate level of competence.OrIs fairly confident about ability to think globally.OrHas some knowledge and understanding of how to manage a global business but needs more experience.Low Scorer

Has little knowledge and experience of how to operate and compete globally.

Relationships with Other Scales PositiveStrongest correlations with Managing knowledge

Developing strategyManaging money

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Scoring ApproachSten Percentile Meaning Level Competence

8-10A score of 8 is higher than about 90% of the comparison group

5Very well-developed competency/key strength to capitalize on

7A score of 7 is higher than about 75% of the comparison group

4Well developed competency/emerging strength

5-6A score of 5 is higher than about 40% of the comparison group

3Moderately well developed competency/mid-range skill

4A score of 4 is higher than about 25% of the comparison group

2 Less developed competency/embryonic skill

1-3A score of 3 is higher than about 10% of the comparison group

1 Least developed competency/possible flaw

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Feedback Report

1. Introduction

2. MLQ30 competency framework

3. Leadership profile summary

4. Leadership level

5. Management versus leadership focus

6. Task/conceptual versus people/social focus

7. Situational leadership effectiveness

8. Management and leadership competency scorecards

9. Next steps

MYSKILLSPROFILE © 2012

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Leadership Level

Level Core Competencies

1Highly capable individual who makes productive contributions through talent, knowledge, skills and good work habits.

2Contributing team member who contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting.

3Competent manager who organizes people and resources toward the effective and efficient pursuit of predetermined objectives.

4Effective leader who catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards.

5Executive who builds enduring greatness through a paradoxical blend of personal humility and professional will.

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Management versus Leadership

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Task versus People Approach

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Situational Leadership Effectiveness

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Competency ScorecardsStrategic and Creative Thinking

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Development TipsStrategic and creative thinking

1.1 Thinking and managing globally

First-level

a Read The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave.

b Look for a position or project that will give you international experience.

c Attend a course or conference on how to do business overseas.

d Identify colleagues who can coach/advise you on doing business overseas.

e Investigate the organization’s global market position. Middle

a Read The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave.

b Find out more about the company’s international strategies.

c Research business practices in other countries.

d Build contacts with colleagues working in other countries.

e Investigate the strategies of your competitors in other countries.Senior

a Read The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave.

b Review and refresh the company’s international strategies.

c Forecast how international developments and trends will affect the organization’s position.

d Act as a mentor/coach on how to do business in other countries.

e Review the organization’s image and reputation in other countries.

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Technical Properties• Reliabilities range from 0.78 to 0.92 and the median scale

reliability is 0.86• Correlations with job performance range from 0.22 to 0.42 with

a median correlation of 0.36• Standardization sample has roughly equal numbers of men and

women. The mean age of the sample is 37 years.• No need for separate norms for men and women, or for

managers at different levels or different age groups.• Registered test with BPS Psychological Testing Centre (PTC).

Submitted to Buros Center for Testing for review.