Assessing Leadership:

1. 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 MAPAC 2006

2. 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 MAPAC 2006

3. 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) MAPAC 2006

4. Conceptual Distinctions • Born or bred? • Leader Emergence vs. Effectiveness • Leadership vs. Management /supervision MAPAC 2006

5. Conceptual Distinctions • Leadership v. Management • Power sources (French & Raven, ’59) • 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 MAPAC 2006

6. 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 MAPAC 2006

7. Leader vs. Manager(Kotter, ‘90) MAPAC 2006

8. 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) • Trait (again!) • Charismatic • Transformational v. transactional (Bass, ’06) MAPAC 2006

9. Leadership: Factors and Competencies(Jeanneret and Silzer, 1998) • 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 MAPAC 2006

10. Factors and Competencies (cont’) • 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 MAPAC 2006

11. Transformational Leadership(Bass & Avolio, ‘2000) • Transformational Leadership • Transactional Leadership • Passive/Avoidant MAPAC 2006

12. Personal traits: Transformational Leadership • Transactional leaders • Social exchange • Transformational leaders • Stimulate and Inspire • Grow and develop • Empower followers • Passive/Avoidant • MBE / Lassiez Faire MAPAC 2006

13. Transformational Leader Characteristics • Idealized Influence • Role model / emulation • Inspirational Motivation • Vision / challenging • Intellectual Stimulation • Encourages creativity • Individualized Consideration • Coaching / mentoring  MAPAC 2006

14. Assessing Leadership • Who they are (now we know) • How do we know? • Why do we need to know? • Identifying and Assessing Leaders (assessment strategies) MAPAC 2006

15. Need to Identify Them • Recruitment • Selection • Succession planning (promotion) • Development MAPAC 2006

16. Assessment: How to • Start with Job analysis: • Id SMEs • Conduct interviews • Review job description • Confirm leadership duties and KSAOs • (use factors and competencies) • Develop matrix (duties & competencies) • Document Job Analysis findings MAPAC 2006

17. Assessment: Issues in Assessing • Validity & reliability • Utility (effectiveness and cost) • Test portability (VG) MAPAC 2006

18. Assessment: Issues • Validity strategies • Content validity • Criterion related validity • Construct validity • Face validity MAPAC 2006

19. Assessment: Issues • Utility • Effectiveness • Logistics • Screening or ranking • Costs • Internal: Agency Personnel • External: Vendors = $$$ MAPAC 2006

20. Assessment: Issues • Validity Generalization • Constructs are valid • Job analysis: JA verification • Test portability • Why re-invent the wheel? MAPAC 2006

21. Assessment: Principal Traits(Northouse, ’04) • Intelligence • Self-confidence • Determination • Integrity • Sociability MAPAC 2006

22. Assessment: Methods • Personal History • Assessment center • Behavioral interview / Oral board • handout “Candidate Leadership Ratings” • Written tests / inventories MAPAC 2006

23. Assessment: Personal History • Supplemental application blank • References • Past performance reviews • Past accomplishments • Peer assessments (promo / dev) • 360 / multi-rater MAPAC 2006

24. Assessment: Assessment Center • Situational interview • In-basket technique • Job simulation • Leaderless Group Discussion • Leader emergence MAPAC 2006

25. Assessment: Written tests/ inventories • Cognitive ability • Integrity inventories • Personality inventories • Leadership ability tests • Biodata MAPAC 2006

26. Assessment: Cognitive Ability • Watson-Glazer Critical Thinking Appraisal (Psychological Corporation: Harcourt Brace, Pub) • -> 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 MAPAC 2006

27. Assessment: Integrity • Integrity tests • Overt • Personality • Hogan Personnel Selection Scale • (organizational delinquency) • http://www.hoganassessments.com/ • Polygraph (?) MAPAC 2006

28. 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) • (L.Goldberg) MAPAC 2006

29. Five Factor Model: Big Five Personality Dimensions (C A N O E)(Barrick & Mount, ’91 • 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.  . MAPAC 2006

30. 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/ MAPAC 2006

31. CPI:Psychological Personality Inventory (3rd ed) • 20 scales (approximate “Big five”) • 2 special scales: • Managerial Potential (Mp) • Leadership Potential (Lp) • Consulting Psychologists Press, Inc. (CPP) • http://www.cpp.com/ MAPAC 2006

32. 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/ MAPAC 2006

33. IPIP • IPIP International Personality Item Pool • (L.Goldberg) http://ipip.ori.org/ipip/ • 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) MAPAC 2006

34. Leadership Ability:Measures • Leadership Opinion Questionnaire (LOQ) • (Self report) • TheSupervisory Behavior Description(SBD)  • (used by subordinates to rate supervisor) • (E. Fleishman, Ohio State studies) • Multifactor Leadership Questionnaire (MLQ) • (B. Bass, transformational Leadership) MAPAC 2006

35. 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 MAPAC 2006

36. 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 MAPAC 2006

37. LOQ: Initiating Structure • Defines own and subordinates’ rolestoward goal attainment • High score: Takes very active role in directing activities through • Planning • Communicating information • Scheduling • Criticizing • Trying new ideas •  Low score: Relatively inactivein directing activites MAPAC 2006

38. LOQ used for: • Training • Assessment of culture • Selection • Coaching MAPAC 2006

39. MLQ Multifactor Leadership Questionnaire(Bass & Avolio) • Transformational Leadership • Transactional Leadership • Passive/Avoidant • Mindgarden, Inc.http://mindgarden.com/products/mlqr.htm MAPAC 2006

40. MLQ: Used for • Selection • Succession Planning • Development (3600 Feedback) • Diagnosis / coaching MAPAC 2006

41. Some Vendors • CCLCenter 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 • http://www.ptcmw.org/ (I/O consulting firms) MAPAC 2006

42. Conclusion • Because • We know who they are & • Can identify them • We can • Improve Agency functioning & productivity • Through effectiveness • Reduce costs • Improve the bottom line MAPAC 2006

43. Leadership • Comments? • Questions? MAPAC 2006

44. 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 MAPAC 2006

45. References • Barrick, M. R., & Mount, M. K. (1991). The big five personality dimensions and job performance: A meta-analysis. 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. MAPAC 2006