Understanding and Interpreting the Transformational Leadership Questionnaire

1. Understanding and Interpreting the Transformational Leadership Questionnaire Kenneth M. Nowack, Ph.D. 3435 Ocean Park Blvd, Suite 203  Santa Monica, CA 90405 (310) 452-5130  (310) 450-0548 Fax www.envisialearning.com ken@envisialearning.com

2. Transformational Leadership QuestionnairePresentation Outline • Transformational Leadership Questionnaire Online Process • Understanding and Using Your Transformational Leadership Questionnaire Results • Translating Awareness into Behavior Change: Talent Accelerator • Next Steps/Questions

3. “There are three things extremely hard: steel, a diamond and to know one’s self.” Benjamin Franklin, 1750

4. Johari Window Public Blind Spot You Know About Me Private Unknown You Don’t Know About Me I Don’t know About Myself I know About Myself

5. Introduction to Transformational Leadership Questionnaire

6. Transformational Leadership Painting a Picture Intellectual Stimulation Treating People as Individuals Career Development Transformational Leadership Questionnaire Transactional Leadership • Goal Setting • Performance Monitoring and Control • Providing Feedback

7. Transformational Leadership Questionnaire Features • Measures 7 Competencies Focusing on Transformational and Transactional Leadership • 49 Behavioral Questions • Online Administration • Developed based on transformational leadership models of Burns (1978) and Bass (1985) • Comprehensive Summary Feedback Report

8. Transformational Leadership Questionnaire Online Process

12. Interpreting Your Transformational Leadership Questionnaire Feedback Report

14. Emotional Reactions to Feedback: GRASP Model Grin or Grimace Recognize or Reject Act or Accept Strategize & Partner Emotional Reaction Cognitive Reaction Commitment Reaction Behavioral Reaction

15. Transformational Leadership Questionnaire Report • Transformational Leadership Questionnaire (TLQ360) Competency Definitions and Conceptual Model • TLQ360 Overall Competency Graphs (self and other comparisons) • Most Frequent/Least Frequent Behavior Summary • Summary of Average Scores by Rater Category with Statistical Measure of Rater Agreement • Written Comments by Raters • Developmental Action Plan

16. Confidentiality of the 360 Feedback Process KEY POINTS • All raters are anonymous except for the “manager” • Online administration uses passwords to protect confidentiality (Internet administration) • No line or bar graphs are shown unless at least two raters respond in a rater category (anonymity protection) • The summary feedback report is shared only with the respondent and is intended for development purposes only • The respondent decides how much of the summary feedback report he/she wants to share with others

17. Self-Other Perceptions: What Are Others Really Rating? Performance BOSS Derailment Factors (EI) REPORTS Leadership Potential PEERS

18. Feedback Report Components • Self-Other Comparisons • Graphical Comparisons “Johari Window” • Most and Least Frequently Observed Behaviors • Summary of Average Scores • Statistical Measure of Rater Agreement • Written Comments

19. Transformational Leadership Questionnaire Invited Raters Page

20. Transformational Leadership QuestionnaireGraphs Self-Other Perceptions KEY POINTS • Transformational Leadership Questionnaire uses average scores based on the 1 to 7 frequency scale • The bar graphs summarize self and other perceptions on each of the 20 separate MV360 competencies • The legend to the right of the graph will summarize average score and number of raters for each category • Range of scores for each rater group are graphed

21. Transformational Leadership Questionnaire

22. Transformational Leadership Questionnaire

23. Transformational Leadership QuestionnaireMost Frequent/Least Frequent Section KEY POINTS • The “Most Frequent” section and “Least Frequent” section summarizes those competencies and behaviors that were most frequently/least frequently observed by various rater groups • The number in the first column corresponds to the average score for all raters providing feedback (1 to 7 scale) • The “Most Frequent” should be considered as perceived strengths to leverage and build on • The “Least Frequent” should be considered as possible behaviors to practice more frequently

25. Transformational Leadership QuestionnaireBehavior Summary KEY POINTS • Each Transformational Leadership Questionnaire question is summarized and categorized in its appropriate competency • Average scores across all raters are reported for each competency and question • A statistical measure of rater agreement based on the standard deviation is reported as a percentage—a score less than 50% suggests that the raters providing feedback had enough disagreement to warrant a cautious interpretation of the average score reported (e.g., raters had diverse perceptions and rated the participant quite differently on that question or competency)

27. Transformational Leadership QuestionnaireWritten Comments Section KEY POINTS • Comments are randomly listed by all raters who volunteered to share written perceptions to two open-ended questions (perceptions of strengths and development areas) • Comments are provided verbatim from the online questionnaire—no editing • Some comments are specific, behavioral and constructive—others may be less useful or hard to understand • It is important to focus on themes that emerge, rather than, to dwell on any one individual comment

28. Transformational Leadership QuestionnaireComments Report

29. Transformational Leadership QuestionnaireFeedback Report Questions to Consider • Do I understand my Transformational Leadership Questionnaire feedback report? • Does it seem accurate/valid? • Is the feedback similar or different for the different rater groups? • Are the areas perceived by others for development relevant to my current or future position? • Am I motivated to change?

30. Transformational Leadership Questionnaire: Next Steps • Review your MV360 feedback report • Thank your invited raters and share something you learned from their feedback • Use Talent Accelerator to identify specific developmental goals & draft a development plan • Meet with your manager to discuss your plan • Implement your development plan • Track and monitor progress • Take the ViewSuite Pulse Mini-Evaluation in 6-10 months after completing your development plan • Re-assess Transformational Leadership Questionnaire in 12-18 months

31. “Our life transformation is in exact proportion to the amount of truth we can take without running away.” Vernon Howard

33. Conscious Incompetence Conscious Competence Unconscious Incompetence Unconscious Competence Talent Accelerator Behavior Change Model Talent Accelerator and Coaching Feedback from Assessments

34. Description of Talent Accelerator 2.0 • Talent Accelerator is a web-based professional development tool integrated with Envisia Learning assessments • Talent Accelerator will provide you with a guided process for developmental planning based on “Best Practices” of how people successfully change • The online tool is designed to help translate awareness from all of our assessments into lasting behavior change

35. Components of Talent Accelerator 2.0 • Educates: Talent Accelerator resource library provides a comprehensive source of over 1,500 readings, websites, media, and suggestions to facilitate your development. • Monitors: Talent Accelerator provides you and your coach and/or manager to track and monitor your development plan progress and easy update through your email. • Coaches: Talent Accelerator sends an email to the individual’s coach and/or manager about development plan progress and the most recent progress update. • Promotes Insight: Talent Accelerator provides an opportunity for participants to reflect on their 360-degree assessment report to summarize strengths and potential development areas. • Teaches: Our development “wizard” will walk you through your 360 report and provide a structured way to allowing you to focus on those competencies that are most important as well as facilitate goal setting. • Reminds: Talent Accelerator sends you weekly reminders about your goal progress.

36. Selecting Development AreasJump Right in to Select Your Goals or Use our Wizard

37. Using Our WizardStep 1: Examining Your Feedback Report

38. Using Our WizardStep 2: Deciding Which Competencies are Important

39. Using Our WizardStep 3: Selecting Development Areas

40. Setting Development GoalsUse our Suggestions or Select Your Own

41. Setting Development Goals: Analyzing Your Success

42. Taking Ownership of Your Developmental Goal: From Goal Intentions to Habit Triggers

43. Selecting Goal Mentors—Email Invitation

44. Selecting Development Areas

45. Competency Based Resource Library • Content is maintained and updated weekly by a human resources staff member • Industry specific competency libraries (e.g., healthcare, sales) • Resource categories include: • Books • Websites/Blogs • Audio • Video • Articles • Workshops/Seminars

46. Example Content from Our Resource Library

47. Goal Evaluation Description • Is not a reassessment of the initial 360 feedback assessment • Provides a metric of actual behavior change • Provides coaches and organizations with a tool to demonstrate the value of their 360 degree and coaching interventions

48. Goal EvaluationGetting Feedback on Your Goals

49. Talent Accelerator Goal Evaluation

50. Talent Accelerator Goal Evaluation