WELCOME Leadership Assessments

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WELCOMELeadership Assessments
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OVERVIEW

• Review Key Leadership Theories
• Transformational Leadership
• MLQ Overview and Results
• LSPS Overview and Results
• Review and Reflect
• Summary
• Reflective Stroll

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LEADERSHIP 101
Theory Era Comments
Great Man 19th century Innate qualities that emerge as needed (Lincoln, Gandhi, Caesar)
Trait Leader Centered 1940s- Innate qualities linked to skills like self confidence, determination, integrity, intelligence, sociability, etc.
Skills Leader Centered 1950s- Shift away from innate qualities to learnable skills technical, human, conceptual
Style What leaders do! 1960s-70s Two general kinds of behaviors task and relationship - Leadership grid
Situational 1970s-1980s Different situations demand different styles, leader must adapt
Contingency 1960s-1980s Matches leader style to setting - linked to leader-follower relations, task, position
Path-Goal 1970s How leaders motivate followers to achieve goal
Transactional/ Exchange 1970s Leaders get things done through followers
Servant Leadership 1970s - Combines elements of Transformational and Member-Exchange
Transformational 1980s - Inspire followers to do their best (linked to Organizational Excellence)

• https//www.youtube.com/watch?vXKUPDUDOBVo

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OVERVIEW OF LEADERSHIP STUDIES

• The field of leadership is evolving to a more
  holistic view of leadership.
• More positive forms of leadership are being
  integrated into literature.
• Increasing attention is being given to examining
  how leadership causally impacts interim and
  ultimate outcomes.
• The follower is becoming an integral part of the
  leadership dynamic system.
• There is growing interest in what genuinely
  develops leadership.
• E-leadership is becoming a commonplace dynamic in
  work organizations.
• More and more leadership is being distributed and
  shared in organizations.
• Leadership is being viewed as a complex and
  emergent dynamic in organizations.
• Bruce Avolio, Fred Walumbwa, Todd J. Weber,
  Leadership Current Theories, Research, and
  Future Directions, 2009

The study of leadership rivals in age the
emergence of civilization, which shaped its
leaders as much as it was shaped by them. From
its infancy, the study of history has been the
study of leaderswhat they did and why they did
it. Transformational Leadership Bernard Bass
and Ronald Riggio, 2006
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MULTIFACTOR LEADERSHIP QUESTIONNAIRE (MLQ)
"A variety of studies have shown the MLQ to be
effective...in settings as diverse as savings
banks, community action agencies, offshore oil
platforms, the United States Army, Chinese
state-run industry, and the Israel Defense Force
infantry. -Edward Hoffman, Psychological
Testing at Work, 2002

• Created by Bernard M. Bass Bruce J. Avolio mid
  1980s
• Measures, explains, and demonstrates key factors
  related to leadership style and/or tendencies
• Valid across cultures and types of organizations
• 15 minutes to complete
• Extensively researched and validated
• Benchmark measure of Transformational Leadership
• Feedback from SELF and Supervisor

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OVERVIEW OF LEADERSHIP STYLES
Style Defined
Transformational Engages the full person so that followers are developed into leaders. Raises followers level of awareness of the importance of achieving valued outcomes and strategies for reaching them. Encourages followers to transcend their own self-interest for the sake of the team, organization, or larger policy. Develops followers needs to higher levels in such areas as achievement, autonomy, and affiliation.
Transactional Exchanges one thing for another. Recognizes what followers want to get from their work and tries to see that they can get it, if their performance so warrants. Exchanges rewards and promises of reward for appropriate levels of effort. Clarifies what will facilitate the successful attainment of objectives. Responds to the needs and desires of followers as long as they are getting the job done.
Laissez-Faire Indicates an absence of leadership, an abdication of responsibilities. Avoids or defers making decisions. Does not communicate to followers where he/she stands on issues. Generally there are neither transactions nor agreements with followers. Feedback, rewards, and involvement are absent. No attempt to motivate employees or to recognize and satisfy their needs.
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DOMAINS OF TRANSFORMATIONAL LEADERSHIP
Components Described
Idealized Influence (II) The leader serves as an ideal role model for followers the leader "walks the talk" and is admired for this.
Inspirational Motivation (IM) Leaders have the ability to inspire and motivate followers.
Individualized Consideration (IC) Leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.
Intellectual Stimulation (IS) The leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.

• You Tube Video on Transformational Evolution

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RESEARCH INDICATES

• That both transformational and transactional
  leadership tendencies exist in some degree at all
  levels in most organizations.
• That both transformational and transactional
  leadership may be exhibited by the same leader in
  different amounts and intensities.
• That individuals may be greatly influenced by the
  prevalent styles embraced by the organization,
  yet still show innate tendencies more closely
  aligned with one style or the other based on
  personal strengths and preferences.

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INTERPRETING MLQ SCORES
Domain (Transformational) Interpretation of Scores
Idealized Influence Score of 3.9 or higher on a scale of 1 to 5 reveals a leader who displays tendencies of idealized influence.
Inspirational Motivation Score of 4.1 or higher on a scale of 1 to 5 reveals a leader who displays tendencies of inspirational motivation.
Intellectual Stimulation Score of 4.0 or higher on a scale of 1 to 5 in this area reveals a leader who displays tendencies of intellectual stimulation towards followers.
Individualized Consideration Score of 4.1 or higher on a scale of 1 to 5 in this area reveals a leaders who displays the tendencies of individualized consideration.
NOTE In general, the higher your score the
better the result is judged to be.
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MLQ RESULTS CONTINUED
Domain (Transactional and Laissez-Faire) Interpretation of Scores
Contingent Reward Leaders who score 2.9 or higher on a scale of 1 to 5 show tendencies in this area.
Management-by-Exception Leaders who score 1.9 or higher on a scale of 1 to 5 show tendencies in this area.

Laissez-Faire Leaders who score 1.4 or higher on a scale of 1 to 5 show tendencies in this area.
NOTE In general, the lower your score the better
the result is judged to be.
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MLQ SUMMARY RESULTS

• Multifactor Leadership Questionnaire (MLQ)
  Results

Transformational Leadership Transformational Leadership Transformational Leadership Transformational Leadership Transactional Leadership Transactional Leadership
Evaluator Pre/Interim/Post Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration Contingent Rewards Management-by-Exception
Self Pre 3.8 4.0 3.9 4.1 3.8 2.1
Sup Pre 4.0 4.0 3.8 4.0 3.8 2.1
Self Interim 3.8 4.0 3.9 4.0 3.5 2.0
Sup Interim 4.1 3.8 4.5 4.3 3.8 1.5
Overall MLQ Results
Evaluator Pre/Interim/Post TransformationalLeadership TransactionalLeadership Laissez-Faire
Self Pre 3.9 2.9 1.6
Sup Pre 4.0 2.9 1.4
Self Interim 3.9 2.7 1.5
Sup Interim 4.2 2.7 1.2
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MLQ EXPANDED RESULTS REPORT
Self Self Self Self Supervisor Supervisor Supervisor Supervisor
Your Score In-Progress Good Advanced Sup. Score In-Progress Good Advanced
I. Transformational Leadership
Pretest Score X 3.0 3.9 4.8 X 3.0 4.0 4.9
Interim-test Score X 3.0 4.0 5.0 X 3.0 4.1 5.0
Post-test Score 3.2 4.2 5.0 3.1 4.2 5.0
Improvement Index
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MLQ EXPANDED RESULTS CONTINUED
Self Self Self Self Self Supervisor Supervisor Supervisor Supervisor Supervisor
Your Score In- Progress In- Progress Good Advanced Sup. Score In- Progress In- Progress Good Advanced
A. Idealized Influence
Pretest Score X 2.9 2.9 3.8 4.7 X 3.0 3.0 4.0 5.0
Interim-test Score X 2.8 2.8 3.9 5.0 X 3.0 3.0 4.1 5.0
Post-test Score 3.1 3.1 4.1 5.0 3.2 3.2 4.2 5.0
Improvement Index

(Questions for the Idealized Influence Section) (Questions for the Idealized Influence Section) (Questions for the Idealized Influence Section)
6. I talk to those I lead about my most important values and beliefs.
Pretest Score X X 2.3 3.4 4.5 X 2.3 3.4 3.4 4.6
Interim-test Score X X 2.4 3.6 4.8 X 2.0 3.4 3.4 4.8
Post-test Score 2.6 3.7 4.9 2.3 3.7 3.7 5.0
Improvement Index
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TAKE 10 AND REVIEW RESULTS

• Elevate your vision.
• Climb up on the balcony.
• Consider the adaptive challenges.
• Focus your energy on a strengths-based approach.
• Talk to a buddy or mentor.
• Dont let perfection be the enemy of good enough.

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DOS AND DONTS
DOs DONTs
Stay objective Overreact
View from a strengths perspective Focus on that which you think youre weakest
Accept the input for what it is March into your supervisors office and demand a retest
Keep and open mind Deny the results, just because!
Discuss the results with your mentor or someone who knows you well Ignore the opportunity to learn and grow from the results provided
Focus on the whole Zero in on any one question
Encourage a supervisor who may not have completed the survey to do so soon Give up on the opportunity to get the survey completed
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LEADERSHIP TUTORIAL

• Leadership is a Trait
• Leadership is an Ability
• Leadership is a Skill
• Leadership is a Behavior
• Leadership is a Relationship
• Leadership is an Influence Process

More than 100 different definitions of
leadership have been identified. Joseph Rost,
Leadership for the Twenty-First Century
Introduction to Leadership Concepts and Practice,
Peter Northouse
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LEADERSHIP SKILLS PERCEPTION SURVEY

• Designed as a Pre/Interim/Post measure of
  improvement in leadership skills based on the
  competencies of the leadership program.
• Respondents include the leaders (self), their
  supervisor, a support staff person, and two
  colleagues.
• Perceptions of leadership skills measured prior
  to training, towards the end of training, and one
  year after training to assess impact of training
  over time.

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LSPS SUMMARY RESULTS
Eval Pre/Interim/Post Pre/Interim/Post Effective Leadership Effective Leadership Leading Individual and Organizational Change Managing Self and Others Diversity and Style Differences Diversity and Style Differences Personal and Professional Planning Personal and Professional Planning Manage the Enterprise Manage the Enterprise Leading Teams Leading Teams Communicating Effectively
Self Pre Pre 3.6 3.6 3.6 3.5 3.7 3.7 3.5 3.5 3.3 3.3 3.5 3.5 3.4
Self Post Post 4.1 4.1 4.2 4.1 4.2 4.2 4.1 4.1 4.1 4.1 4.1 4.1 4.1
Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s) Evaluator Results are an Average from 2 out of 4 Respondent(s)
Other Other Pre Pre 3.8 3.8 3.6 3.9 3.8 3.8 3.3 3.3 3.7 3.7 3.7 3.7
Other Other Post Post 4.3 4.2 4.2 4.3 4.3 4.3 4.3 4.3 4.2 4.2 4.3 4.3
NOTE For LSPS results, the higher the score the
better.
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LSPS EXPANDED RESULTS
Self Self Self Self Other Other Other Other
Your Score In- Progress Good Advanced Other Score In- Progress Good Advanced
I. Effective Leadership
Pretest Score X 2.7 3.6 4.7 X 2.6 3.8 5.0
Interim-test Score X 3.4 4.1 4.8 X 3.5 4.3 5.0
Post-test Score 3.7 4.2 4.7 3.6 4.3 4.9
Improvement Index
NOTE For LSPS results, the higher the score the
better.
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LSPS EXPANDED RESULTS CONTINUED
Self Self Self Self Other Other Other Other
Your Score In- Progress Good Advanced Other Score In- Progress Good Advanced
A. Effective Leadership
Pretest Score X 2.6 3.6 4.7 X 2.6 3.8 5.0
Interim-test Score X 3.4 4.1 4.8 X 3.5 4.2 5.0
Post-test Score 3.7 4.2 4.7 3.7 4.3 5.0
Improvement Index

(Questions for the Effective Leadership Section) (Questions for the Effective Leadership Section) (Questions for the Effective Leadership Section)
31. I instill pride, faith, and respect, and have the ability to effectively articulate the mission (or vision).
Pretest Score X 2.6 3.6 4.6 X 2.9 3.9 5.0
Interim-test Score X 3.4 4.1 4.8 X 3.5 4.3 5.0
Post-test Score 3.6 4.3 5.0 3.6 4.4 5.1
Improvement Index
NOTE For LSPS results, the higher the score the
better.
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TAKE 10 AND REVIEW RESULTS

• Elevate your vision.
• Climb up on the balcony.
• Consider the adaptive challenges.
• Focus your energy on a strengths-based approach.
• Talk to a buddy or mentor.
• Dont let perfection be the enemy of good enough.

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REMEMBER, LEADERSHIP IS A JOURNEY!

• Where you are isnt where youll be tomorrow.
• The road ahead is full of options and
  opportunities.
• YOU get to choose
• Values
• Actions
• Relationships
• What choices do you intend to make?
• Who will you invite to join you on the journey?

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SUMMARY

• Leadership theory continues to evolve.
• Transformational leadership theory is alive and
  well in the 21st century.
• The MLQ is the major survey tool for assessing
  key leadership attributes and style.
• The LSPS provides useful insights about specific
  skills that are observed by you and others
  related to a variety of leadership themes
  connected to this program.
• The real value of these assessments is not what
  they record, but what you decide to do with
  whatever they reveal about your leadership style
  and tendencies.
• Ensure you take a strengths-based approach in
  moving forward.

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REFLECTIVE STROLL

• Find a partner.
• Take 15 minutes.
• Compare and contrast observations about the
  MLQ/LSPS results.
• Identify 1-2 things youve learned from the
  surveys.
• Claim the way youd like to leverage the results
  for some good purpose.
• Respect the time available.

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WRITING AND REFLECTION