Leadership Effectiveness Assessment

Phase I: Building the Leadership Effectiveness Model

Review of Leadership p Effectiveness Theories and Models

Trait Theories
Main Premise: Effective leaders possess specific traits (both inherited and acquired characteristics) Major Theorists/Researchers: Stogdill, j g , Boyatzis, Ross & Hendry, Katz, Yukl, Covey, Zaccaro

Trait Theories (cont.)

Strengths of this Approach: Strongly supported by experiential data, used effectively by executive recruiters, and easily assessed through self-report y g p measures (e.g., Myers-Briggs) Weaknesses of this Approach: There is no evidence of a di t li k b t id f direct link between t it and traits d leadership effectiveness leaders with the same set of traits were sometimes effective and at other times they were not

Trait Theories (cont.) Modern Revision to Approach:

Traits are expanded to include knowledge, skills, and values Traits must lead to specific leader p p processes to impact leadership effectiveness Specific traits are important within specific p p p situations/contexts

Behavior Theories (Style)

Main Premise: Effective leaders exhibit specific behaviors or styles of leadership Major Theorists/Researchers: Lewin, Fleishman, Likert, Fleishman Likert Schmidt &Tannenbaum &Tannenbaum, Merton, Flanagan, Mintzberg, Howell & Costley

Behavior Theories (cont.)

Strengths of this Approach: Focus is on process and process linked to productivity, easily assessed from others perceptions using standard p p g questionnaires (e.g., LBDQ or LPI) Weaknesses of this Approach: Different styles are more or l less effective dependent on the ff ti d d t th situation (type of organization), on maturity level of subordinates, and on congruency between the , g y traits and values of the individual with the behaviors he/she exhibits

Situation Models (Contingency Theories) (C ti Th i )

Main Premise: The situation or context determines what traits and behaviors will be effective Major Theorists/Researchers: Fiedler, Blanchard & Hersey, House, Vroom, McGregor, Boje B j

Situation Theories (cont.)

Strengths of this Approach: Accounts for many different it ti i hi h ifi traits d behaviors may b more be situations in which specific t it and b h i or less effective Weaknesses of this Approach: Too many situations to pp y completely account for,,, too complex to fully test some situations dont even apply to business organizationsLeadership is defined only within specific g p y p tasks it does not address leadership impact at the organization level ignores the ability of the leader to modify ( g, , ; situations -- and there is research (e.g., Ferentinos, 1996; and Zaccaro, Forti & Keene, 1991) suggesting that individual leaders can be effective across situations..

Transformational Leadership
Major Premise: The effective leader creates the situation that is best for the organization through the use of skills and processes Major Theorists/Researchers: Weber Bass Weber, Bass, Conger & Kanungo, Burns, Bennis & Nanus, Schein, Lolly, Kouzes & Posner, Tichy & DeVanna

Transformational Leadership (cont.)

Strengths of this Approach: Alleviates the complexity of the situation model and focuses on what specific attributes and processes must occur to transform an organization, p g , regardless of its current situation Weaknesses of this Approach: Focus is predominately on the CEO and his/her charisma ignores the importance charisma, of the leadership team and other leaders within the organization, not as well assessed as other areas although there is the Multifactor Leadership Questionnaire

Creating an Integrated Model I t t dM d l

Our Approach

Avolio (2007)
The agenda for theory and research in the field of leadership studies has evolved over the last 100 years from focuses on the internal dispositions associated with effective leaders to broader inquiries that p q include emphases on the cognitions, attributes, behaviors, and contexts in which leaders and followers are dynamically embedded and interact over time. Leadership theory and research has reached a point in its development at which it needs to move to the next level of integration considering the dynamic interplay between leaders and followers, taking into account the prior, current, and emerging context for continued contin ed progress to be made in ad ancing both the science and advancing practice of leadership

Individual Leadership Attributes

Leadership Team Performance f

Leadership Processes

Organizational Outcomes and Results g

Step 1
Determine the elements/pillars of a transformed organization determine the situations in which leaders must be effective These pillars p p provide the context in which effective leaders must lead and interact if they are to have an impact [based on the work of Adams & Adams (1999)]

Step 2
Working backwards, determine what leadership processes and individual leadership attributes are necessary to create and maintain these pillars [following the suggestions of Yukl (2006) and Zaccaro (2007)]

Step 3
Incorporate into the model the performance of the leadership team as the active, dynamic catalyst p y y that allows leaders to effectively change the organization The performance of the leadership team becomes a critical contextual component as suggested by Lencioni (2002) and Katzenbach & Smith (2003)

The Integrated Model of Leadership p Effectiveness

The Illustrated Model

Processes

Team Performance

Attributes

Leadership Processes

S Systems Operations

Relationsh hips

Adaptabil lity

Leadership Team Performance

Individual Leadership Attributes

Strategy y

Identity y

Result ts

The Six Pillars (Situations) with which Leaders must Interact to Create and Maintain a Thriving Organization Identity Strategy Adaptability Relationships Systems Operations Results

Identity
The Th essence of an organization f i ti that describes why it exists, what value it creates, and how those involved are bound , together by core beliefs and values Research Associated with this Pillar: Koesenbaum (2000), Bennis (1996), Trice & Beyer (1993), Sas Sashkin ( 988), Westley & Mintzberg ( 989), House & Baetz (1988), est ey t be g (1989), ouse aet (1979), Stogdill (1974), Bennis (1989), Tichy & Urich (1984), Avolio & Bass (1990), Block (1987), Kouzes & Posner (1987)

Identity (cont.)
Leadership Attributes
Visionary Authenticity Purposeful Self awareness Ability to motivate others

Leadership Processes
Create organizational purpose and vision Identify organizational values Create meaning for g organization Model mission, vision, and values Motivate others to embrace identity

Strategy
The decisions, goals, and plans that impact the direction of the organization Research Associated with this Pillar: Mintzberg (1973) K Mi t b (1973), Kouzes & P Posner (1987) L d & M h (1987), Lord Maher (1991), Nadler & Tushman (1989), Hamal & Prahalad (1994), Wims (1996), Charan & Tichy ( ( ) y (1998), Covey ( ) y (1989), Drucker ) (2001), Sears (2001), Lencioni (2004), Kirsch (2007)

Strategy (cont.)
Leadership Attributes
Decisiveness Problem solver Strategic focus Business acumen Organizational savvy O i ti l

Leadership Processes
Identify strategic opportunities and challenges Connect strategic plan to operational plan Analyze and identify both personal and organizational l d i i l factors that influence results Plan for crisis management or critical decision making decision-making Create strategic communications

Adaptability
The ability to identify and respond to changing conditions Research Associated with this Pillar: Fullan (2001), Bass (1990), Burns (1978), Tichy & Devanna ( ), ( ), ( ), y 1986), Avolio & Bass (1990), Manz & Sims (1991), House (1977), Conger (1989), Howell & Higgins (1990), Koestnbaum (2000), (2000) Levin (2001) Tichy & Ulrich (1984) Roberts (1985) (2001), (1984), (1985), Jaffe & Scott (2000), Streufert & Sweezey (1986)

Adaptability (cont.)
Leadership Attributes
Flexible/agile Courageous Handles ambiguity Innovative/creative Composure C

Leadership Processes
Determine the magnitude of change required (e g (e.g., transformational, incremental) Manage change and p expectations Champion the change Reallocate resources Assess change readiness g Foster learning organization

Relationships
How individuals work together to create context to accomplish organizational results Research Associated with this Pillar: Kirsch (2007), Bennis (1996) F ll (2001) Mi t b Ki h (2007) B i (1996), Fullan (2001), Mintzberg (1973) (1973), Tichy & DeVanna (1986), Kouzes & Posner (1987), Lolly (1996), Howell & Higgins (1990), Covey (1989), Wims (1996), Cloak (2003), McKenna & Master (2002), Zemke & Raines (2000)

Relationships (cont.)
Leadership Attributes
Emotional intelligence Caring g Respects diversity Negotiator/collaborator Approachable pp Communicator

Leadership Processes
Mentor and develop human capital Foster open communication Create C t environment where i t h relationships can mature Create opportunities for participation g and risk-taking Develop trust and commitment Manage talent and plan for succession Measure employee M l satisfaction/commitment

Systems Operations
Utilizing the interconnectedness and dependence of parts and pieces in an organization and deploying resources to get the work done Research Associated with this Pillar: Lord & Maher (1991), Wims (1996) Mitzberg (1973) Nadler & (1991) (1996), (1973), Tushman (1989), Tichy & DeVanna (1986), Hammer (1996), Howell & Higgins (1990), Kouzes & Posner (1987), Day & Lord (1988), Brache (2002), Oshry (1995), Whitman & Woszcynski (2004)

Systems Operations (cont.)

Leadership Attributes
Process & systems thinker Community concern Handles complexity Delegator Quality-focused Q f Balance

Leadership Processes
Manage resources Budget Set goals and standards Conduct effective meetings Set tone for management style Ensure business acumen and technical training is provided Define the sponsor/leader approach Institute quality control (TQM/Lean/Six Sigma/ISO)

Results
Aligning the systems and relationships to improve individual and organizational performance Research Associated with this Pillar: Bennis (1996) K l & N t (2000) N dl & T h B i (1996), Kaplan Norton (2000), Nadler Tushman (1989), Lolly (1996), Nadler (1977), Bowers (1973), Kouzes & Posner (1987), Block (1987), Kiefer & Stroh (1984), Dess & Picken (1999), Hammer (2001), Niven (2002)

Results (cont.)
Leadership Attributes
Results-oriented Regard for information Customer-focused Action oriented Action-oriented Responsible/accountable

Leadership Processes
Manage measurement system (e.g., balanced scorecard) Establish an accountability system Solicit feedback from all stakeholders including front line employees front-line Create customer-centric processes Ensure sustainable productivity

Leadership Team Performance

Research Reviewed:
Nadler (1977) Lencioni (2002) Van Ness (2003) V N Avery (2001) Hackman (2002) - Wysocki (2001) - Schwarz (2002) -L i h&M Leigh Maynard (2002) d - Straus (2002) - Katzenbach & Smith (2003)

Leadership Team Performance Key Constructs ey Co st ucts

Consensus building Effective Eff i meetings i Collaboration Team-building T b ildi Commitment to team Recognition/rewards Accountability Conflict resolution Group decisionG d i i making Team trust Team alignment Delegation Vulnerability

The Stages of Leadership Change

Maturity Model

Existing Models of Leadership Development e e op e t

Lolly (1996) The Leadership Circle p Collins (2001) Gardner, Avolio, Luthams, May & Walumbwa (2005) Arvey, et.al. (2006) g (1994) ) Kegan ( Hall (1995)

Strong leadership potential but still working in silos

Leaders are coming together as a team team, building consensus and creating meaning

Meaning has been translated into effective processes that move the organization forward

Advantages of the Integrated Leadership Effectiveness Model

Advantage 1
It provides indicators of leadership effectiveness across all domains that are known to impact organizational leadership

Advantage 2
Outcomes from an assessment based on this model will provide direction for interventions that will have impact on the whole organization

Advantage 3
Using the assessment based on this model will ill eliminate the need to provide multiple assessments as is currently done in most organizations i ti
It provides: p o des Measure of team alignment Measure of individual leadership attributes Measure of leadership processes Measure of leadership development

Advantage 4
Can be used to track changes in an organization that can be tied directly to leadership effectiveness

Advantage 5
It puts organizations on the cutting edge leading the field in creating a new, integrated, and useful way of assessing leadership effectiveness