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

May 17, 2006 Md. SHA 1

 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

May 17, 2006 Md. SHA 2

 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)

May 17, 2006 Md. SHA 3

 Conceptual Distinctions

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

May 17, 2006 Md. SHA 4

 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

May 17, 2006 Md. SHA 5

 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

May 17, 2006 Md. SHA 6

 Leader vs. Manager (Kotter, 90)

Establish Direction Plan / Budget

vision - set strategy resources time lines

Align People Organize / Staffing

team building - Commitment establish rules - hire

Motivate & Inspire Control / Problem Solve

Inspire - empower Incentives take action

May 17, 2006 Md. SHA 7

 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)

May 17, 2006 Md. SHA 8

 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

May 17, 2006 Md. SHA 9

 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

May 17, 2006 Md. SHA 10

 Transformational Leadership
(Bass & Avolio, 2000)
Transformational Leadership
Transactional Leadership
Passive/Avoidant

May 17, 2006 Md. SHA 11

 Personal traits:
Transformational Leadership
Transactional leaders
Social exchange
Transformational leaders
Stimulate and Inspire
Grow and develop
Empower followers
Passive/Avoidant
MBE / Lassiez Faire
May 17, 2006 Md. SHA 12
 Transformational Leader
Characteristics
Idealized Influence
Role model / emulation

Inspirational Motivation
Vision / challenging

Intellectual Stimulation
Encourages creativity

Individualized Consideration
Coaching / mentoring

May 17, 2006 Md. SHA 13

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

May 17, 2006 Md. SHA 14

 Need to Identify Them
Recruitment
Selection
Succession planning (promotion)
Development

May 17, 2006 Md. SHA 15

 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

May 17, 2006 Md. SHA 16

 Assessment:
Issues in Assessing

Validity & reliability

Utility (effectiveness and cost)
Test portability (VG)

May 17, 2006 Md. SHA 17

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

May 17, 2006 Md. SHA 18

 Assessment: Issues
Utility
Effectiveness
Logistics
Screening or ranking
Costs
Internal: Agency Personnel
External: Vendors = $$$

May 17, 2006 Md. SHA 19

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

May 17, 2006 Md. SHA 20

 Assessment:
Principal Traits
(Northouse, 04)
Intelligence
Self-confidence
Determination
Integrity
Sociability

May 17, 2006 Md. SHA 21

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

May 17, 2006 Md. SHA 22

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

May 17, 2006 Md. SHA 23

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

May 17, 2006 Md. SHA 24

 Assessment:
Written tests/ inventories
Cognitive ability
Integrity inventories
Personality inventories
Leadership ability tests
Biodata

May 17, 2006 Md. SHA 25

 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

May 17, 2006 Md. SHA 26

 Assessment: Integrity

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

May 17, 2006 Md. SHA 27

 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)

May 17, 2006 Md. SHA 28

 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.
.

May 17, 2006 Md. SHA 29

 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/

May 17, 2006 Md. SHA 30

 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/

May 17, 2006 Md. SHA 31

 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/

May 17, 2006 Md. SHA 32

 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)

May 17, 2006 Md. SHA 33

 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)

May 17, 2006 Md. SHA 34

 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

May 17, 2006 Md. SHA 35

 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

May 17, 2006 Md. SHA 36

 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

May 17, 2006 Md. SHA 37

 LOQ
used for:

Training
Assessment of culture
Selection
Coaching

May 17, 2006 Md. SHA 38

 MLQ
Multifactor Leadership Questionnaire (Bass & Avolio)

Transformational Leadership
Transactional Leadership
Passive/Avoidant
Mindgarden, Inc. http://mindgarden.com/products/mlqr.htm

May 17, 2006 Md. SHA 39

 MLQ: Used for

Selection

Succession Planning

Development (3600 Feedback)

Diagnosis / coaching

May 17, 2006 Md. SHA 40

 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)

May 17, 2006 Md. SHA 41

 Conclusion

Because

We know who they are &

Can identify them

We can

Improve Agency functioning & productivity

Through effectiveness

Reduce costs
Improve the bottom line

May 17, 2006 Md. SHA 42

 Leadership

Comments?

Questions?

May 17, 2006 Md. SHA 43

 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

May 17, 2006 Md. SHA 44

 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.

May 17, 2006 Md. SHA 45