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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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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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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Conceptual Distinctions
Born or bred? Leader Emergence vs. Effectiveness Leadership vs. Management /supervision

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Conceptual Distinctions
Leadership v. Management
Power sources (French & Raven, 59)
Position v. Personal power

Power source:
1. Reward: 2. Coercive 3. Legitimate 4. Referent 5. Expert

Power influence:
give rewards punish demand identifies with supervisor knowledge & expertise

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Conceptual Distinctions
Leadership v. Management
Power source:
1. Reward: 2. Coercive 3. Legitimate

Power:
give rewards punish demand

4. Referent 5. Expert

identifies with supervisor knowledge & expertise

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Leader vs. Manager

Establish Direction
vision - set strategy

(Kotter, 90)

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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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)

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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

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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
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Transformational Leadership
(Bass & Avolio, 2000)

Transformational Leadership Transactional Leadership Passive/Avoidant

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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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Transformational Leader Characteristics

Idealized Influence
Role model / emulation

Inspirational Motivation
Vision / challenging

Intellectual Stimulation
Encourages creativity

Individualized Consideration
Coaching / mentoring

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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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Need to Identify Them

Recruitment Selection Succession planning (promotion) Development

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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

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Assessment: Issues in Assessing

Validity & reliability Utility (effectiveness and cost) Test portability (VG)

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Assessment: Issues
Validity strategies
Content validity Criterion related validity Construct validity Face validity

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Assessment: Issues
Utility
Effectiveness Logistics Screening or ranking

Costs
Internal: Agency Personnel External: Vendors = $$$

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Assessment: Issues
Validity Generalization
Constructs are valid Job analysis: JA verification

Test portability
Why re-invent the wheel?

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Assessment: Principal Traits

(Northouse, 04)

Intelligence Self-confidence Determination Integrity Sociability

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Assessment: Methods
Personal History Assessment center Behavioral interview / Oral board
handout Candidate Leadership Ratings

Written tests / inventories

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Assessment: Personal History

Supplemental application blank References Past performance reviews Past accomplishments Peer assessments (promo / dev)
360 / multi-rater

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Assessment: Assessment Center

Situational interview In-basket technique Job simulation Leaderless Group Discussion
Leader emergence

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Assessment: Written tests/ inventories

Cognitive ability Integrity inventories Personality inventories Leadership ability tests Biodata

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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

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Assessment: Integrity
Integrity tests
Overt Personality
Hogan Personnel Selection Scale
(organizational delinquency) http://www.hoganassessments.com/

Polygraph (?)

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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)

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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. .
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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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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/

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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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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)

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Leadership Ability: Measures

Leadership Opinion Questionnaire (LOQ)
(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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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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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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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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LOQ used for:

Training Assessment of culture Selection Coaching

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MLQ Multifactor Leadership Questionnaire

(Bass & Avolio)

Transformational Leadership Transactional Leadership Passive/Avoidant

Mindgarden, Inc. http://mindgarden.com/products/mlqr.htm

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MLQ: Used for

Selection Succession Planning Development (3600 Feedback) Diagnosis / coaching
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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

http://www.ptcmw.org/

(I/O consulting firms)

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Conclusion
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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Leadership
Comments? Questions?

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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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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.

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