We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byDevon Covin
Modified over 2 years ago
MANAGEMENT AND LEADERSHIP QUESTIONNAIRE Leadership Assessment and Development
Contents Purpose Applications Development approach Concept model What the scales measure Scoring approach Feedback report Technical properties MYSKILLSPROFILE © 2012 2
Purpose Individual Assess management and leadership style and competencies and provide recommendations for performance improvement Corporate Benchmark group competencies and provide recommendations for organizational development MYSKILLSPROFILE © 2012 3
Applications Competency based selection Organization development programs University executive education Coaching Team building Training needs analysis/metrics MYSKILLSPROFILE © 2012 4
Development Approach Review of literature on management and leadership Analysis of existing organizational competency frameworks Development of concept model Generation of items for scales Online trial of draft questionnaire Reliability and factor analysis Revision of items and scales Generation of norms MYSKILLSPROFILE © 2012 5
Concept Model Leadership competencies Strategic and creative thinking Leading and deciding Developing and changing Management competencies Implementing and improving Communicating and presenting Relating and supporting MYSKILLSPROFILE © 2012 6
What the Scales Measure Leadership/Transformational Competencies 1Strategic and Creative ThinkingCompetency Requirements 1.1Thinking and managing globally Keep up to date with global trends, review the company's position, develop business relationships in other countries. 1.2 Developing strategy and acting strategically See the big picture, pick up changes in the marketplace, review and analyze the business unit's strategy. 1.3Managing knowledge and information Keep up with advances in business area, benchmark performance against industry leaders, seek advice from experts. 1.4Creating and innovating Help people to think differently about a problem, get buy-in for creative ideas, turn novel ideas into reality. 1.5 Managing costs and financial performance Read and interpret financial reports, set financial targets, review and improve financial performance. 2Leading and DecidingCompetency Requirements 2.1Attracting and managing talent Help new employees get up to speed quickly, give people challenging job assignments, monitor peoples performance. 2.2 Motivating people and inspiring them to excel Communicate high expectations of people, trust capable people to do their work, celebrate team achievement. 2.3Coaching and developing people Provide people with assignments to develop their skills, give timely coaching, act as a role model for development. 2.4Managing culture and diversity Define acceptable workplace behavior, challenge bias and intolerance, act as a role model of inclusive behavior. 2.5Making sound decisionsAssess options and risks, consult people and take their views and ideas into account, act decisively. 3Developing and ChangingCompetency Requirements 3.1Displaying initiative and driveStart tasks right away, get things done quickly, be ready to go the extra mile. 3.2Showing courage and strength Do what is right despite personal risk, say no when necessary, have the courage to take tough decisions. 3.3Learning and developing continuouslySeek feedback, set personal development goals, show a sense of humor and perspective. 3.4Managing and implementing change Sell the benefits of change, model the change expected of others, establish roles and structures to support change. 3.5Adapting and coping with pressureAdapt quickly to new situations, handle stress successfully, keep composure in difficult circumstances. MYSKILLSPROFILE © 2012 7
What the Scales Measure Management/Transactional focus 4Implementing and ImprovingCompetency Requirements 4.1Executing strategies and plans Provide direction and support, delegate responsibility to the appropriate people, hold people accountable for delivery. 4.2Improving processes and systems Allocate responsibility for improvement, learn lessons from process breakdowns, improve business processes. 4.3 Managing customer relationships and services Set high standards for customer service, exceed customer expectations, resolve customer issues quickly. 4.4Analyzing issues and problems Gather information from a wide variety of sources, approach problems from different angles, brainstorm possible solutions with others. 4.5Managing plans and projectsDevelop bold plans, obtain resources to carry out projects, manage critical dependencies and risks. 5Communicating and PresentingCompetency Requirements 5.1 Facilitating and improving communication Create a climate where people share views and ideas, exchange information with the team, bosses and stakeholders. 5.2Influencing and persuading peoplePromote views and ideas, influence people by addressing their needs and priorities, negotiate effectively. 5.3Managing feelings and emotionsKnow which emotions you are feeling and why, handle other peoples feelings and emotions sensitively. 5.4 Speaking with confidence and presenting to groups Demonstrate presence, communicate with self-assurance, give effective presentations to groups. 5.5Writing and reporting Produce clearly written reports, write effectively for different audiences, edit other people's written work skillfully. 6Relating and SupportingCompetency Requirements 6.1Relating and networking Work effectively with other people, build rapport and keep others in the loop, use networks to get things done. 6.2Listening and showing understandingPut people at ease, pay attention to their feelings and emotions, listen without interrupting. 6.3Building trust and modeling integrityAct in accordance with values and principles, give consistent messages, keep promises. 6.4Identifying and resolving conflictEncourage debate, bring disagreements into the open, address and resolve conflict early. 6.5Cultivating teamwork and collaboration Set the team's direction and priorities, review the team's successes and failures, help team members work well together. MYSKILLSPROFILE © 2012 8
What the Scales Measure Scale 1.1. Thinking and managing globally Competency Description Keep up to date with global trends, review the company's position, develop business relationships in other countries. High Scorer Competence Level Much more competent than the average manager in the comparison group. Example scale item Discussing global business trends. Moderate Scorer Competence Level Demonstrates average/moderate level of competence. Or Is fairly confident about ability to think globally. Or Has some knowledge and understanding of how to manage a global business but needs more experience. Low Scorer Has little knowledge and experience of how to operate and compete globally. Relationships with Other ScalesPositive Strongest correlations withManaging knowledge Developing strategy Managing money MYSKILLSPROFILE © 2012 9
Scoring Approach StenPercentile MeaningLevelCompetence 8-10 A score of 8 is higher than about 90% of the comparison group 5 Very well-developed competency/key strength to capitalize on 7 A score of 7 is higher than about 75% of the comparison group 4 Well developed competency/emerging strength 5-6 A score of 5 is higher than about 40% of the comparison group 3 Moderately well developed competency/mid- range skill 4 A score of 4 is higher than about 25% of the comparison group 2Less developed competency/embryonic skill 1-3 A score of 3 is higher than about 10% of the comparison group 1Least developed competency/possible flaw MYSKILLSPROFILE © 2012 10
Feedback Report 1. Introduction 2. MLQ30 competency framework 3. Leadership profile summary 4. Leadership level 5. Management versus leadership focus 6. Task/conceptual versus people/social focus 7. Situational leadership effectiveness 8. Management and leadership competency scorecards 9. Next steps MYSKILLSPROFILE © 2012 11
Leadership Level MYSKILLSPROFILE © 2012 12 LevelCore Competencies 1 Highly capable individual who makes productive contributions through talent, knowledge, skills and good work habits. 2 Contributing team member who contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting. 3 Competent manager who organizes people and resources toward the effective and efficient pursuit of predetermined objectives. 4 Effective leader who catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards. 5 Executive who builds enduring greatness through a paradoxical blend of personal humility and professional will.
Management versus Leadership MYSKILLSPROFILE © 2012 13
Task versus People Approach MYSKILLSPROFILE © 2012 14
Situational Leadership Effectiveness MYSKILLSPROFILE © 2012 15
Competency Scorecards MYSKILLSPROFILE © 2012 16 Strategic and Creative Thinking
Development Tips Strategic and creative thinking 1.1 Thinking and managing globally First-level aRead The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave.The New Secrets of CEOs: 200 Global Chief Executives on Leading bLook for a position or project that will give you international experience. cAttend a course or conference on how to do business overseas. dIdentify colleagues who can coach/advise you on doing business overseas. eInvestigate the organizations global market position. Middle aRead The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave.The New Secrets of CEOs: 200 Global Chief Executives on Leading bFind out more about the companys international strategies. cResearch business practices in other countries. dBuild contacts with colleagues working in other countries. eInvestigate the strategies of your competitors in other countries. Senior aRead The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave.The New Secrets of CEOs: 200 Global Chief Executives on Leading bReview and refresh the companys international strategies. cForecast how international developments and trends will affect the organizations position. dAct as a mentor/coach on how to do business in other countries. eReview the organizations image and reputation in other countries. MYSKILLSPROFILE © 2012 17
Technical Properties Reliabilities range from 0.78 to 0.92 and the median scale reliability is 0.86 Correlations with job performance range from 0.22 to 0.42 with a median correlation of 0.36 Standardization sample has roughly equal numbers of men and women. The mean age of the sample is 37 years. No need for separate norms for men and women, or for managers at different levels or different age groups. Registered test with BPS Psychological Testing Centre (PTC). Submitted to Buros Center for Testing for review. MYSKILLSPROFILE © 2012 18
Queen’s Management & Leadership Framework. Lead with Ambition Strategic Focus Definition: Appreciates the longer term view and strategic context and has.
Leadership Serving Customers Managing Resources Leadership Serving Customers Serving Customers Managing Resources Managing Resources Working for Warwickshire.
Inspire Personal Skills Interpersonal & Organisational Awareness Developing People Deliver Creative Thinking & Problem Solving Decision Making, Prioritising,
Personal Leadership Serving Customers Managing Resources Leadership Serving Customers Serving Customers Managing Resources Managing Resources Working for.
1 Developing More-effective Leaders Using Multi-rater Feedback Systems Assessments USA & Canada
Job Analysis - Competency Modeling MANA 5322 Dr. Jeanne Michalski
LECTURE 4 WORKING WITH OTHERS. Definition Working with others : is the ability to effectively interact, cooperate, collaborate and manage conflicts with.
1 Nova Scotia Public Service Commission Leadership Development Nova Scotia Public Service Leadership Development Nova Scotia Public Service October 7,
Twelve Cs for Team Building. Clear Expectations clearly communicated its expectations for the team’s performance and expected outcomes?communicated its.
Hemankshu sawant. What is delegation Art of getting work done through others.
Building Relationships that Mean Business Leadership Capability A Practical Guide to Identifying and Developing Leadership Potential Andrew Chantler B.App.Sc.(Computing),
Chapter 5 Transfer of Training Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
1 Leadership in the Baldrige Criteria Examines how an organization’s senior leaders address values, directions, and performance expectations, as well as.
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM 1 Chapter 5 Leadership and Strategic Planning.
Competency Management Defining McGill’s Competency Directory MANAGEMENT FORUM JUNE 7, 2005.
Masters in Engineering and Management of Technology Masters in engineering Design Introduction to Entrepreneurship and New Venture Creation Rui Baptista.
9-1 Part 9—Performance Management McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Team Leadership AGED If you look for the worst in people and expect to find it, you surely will. ~ Abraham Lincoln.
1 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Chapter 9 Developing Management Skills.
Maximizing “Human Capital” Performance Management: Mentoring, Team Analysis & 360 Peer Reviews Assessments USA & Canada
Copyright 2006 VisionWorks: Reproduction of this is encouraged with this copyright line intact. How to Enhance Personal Productivity By Janet Hadley How.
New Model Integration & Simplification ATENTO COMPASS COMPETENCY MODEL LEADERSHIP STANDARDS GUIDING PRINCIPLES VALUES ATENTO COMPASS LEADERSHIP MODEL*
Chapter 1 Introduction Managers and Managing Chapter 1 Introduction Managers and Managing.
What Employers are Looking for in YOU!. Objectives Discuss key skills Employers look for in a successful Intern or New-hire. Discuss key skills Employers.
1 in partnership with Goodfoot +44 (0) People Management Excellence making tomorrow a better place People Management Excellence.
Critical leadership skills for Project Managers: How can we develop GREAT Leaders? Project World Halifax Nova Scotia November 22, 2011 Brian Duggan Marathon.
E.g Act as a positive role model for innovation Question the status quo Keep the focus of contribution on delivering and improving.
NPA: Business Improvement Techniques Contributing to Effective Team Working.
Growth Generation Leaders. Leadership Focus for the Growth Generation.
© 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership Abilities Business Knowledge & Management Business Knowledge & Management Self Management & Development Communication Leadership Competencies.
Is Leadership in Your Next Step?. 2 Objectives What is Development Planning? Defining Leadership and Executive Presence Is a Leadership role right for.
AugusBoth checks were cut the was cut on1/16 and the other one for was cut yesterday, both went out yesterday Marybeth Tahar Interaction.
1 Collins, J. (2001) Good to Great New York, HarperCollins Level 5 Executive Builds enduring greatness through a paradoxical Combination of personal humility.
Management Functions. 2 Who Are Managers? Someone who works with and through other people by coordinating and integrating their work activities in order.
CORPORATE COURSE LIST “People Make The Difference” 700 N. St. Mary’s St. Suite 1400 San Antonio, TX or
Copyright © 2008 Allyn & Bacon Leadership and Management Skills 1. Identify the functions of a leader. 2. Understand major theories of management. 3. Explain.
Supervisors Meeting Performance Excellence at the Alamo Community Colleges August 4, 2008.
Introduction to Business © Thomson South-Western ChapterChapter Management and Leadership Management Leadership Ethical Management.
Concept and Necessity. A successful organization has one major attribute that sets it apart from unsuccessful organizations, viz., DYNAMIC AND EFFECTIVE.
1–1 Chapter 1 INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS © Prentice Hall, 2002.
IBSA VET Capability Framework 1. Capability Frameworks Capability (or ability) frameworks describe the skills and behaviours that people will demonstrate.
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
“How” We Do It An Introduction to NSLIJ’s Behavioral Expectations Model.
Transformational Leadership November, 2013 Andrew C. Sekel, Ph.D.
Leader and Manager, & Why We Need to Be Both Jim McGraw, RN, MN Tarrant County College.
Identify, Develop and Retain High Performers EMPLOYEE ENGAGEMENT Sidney Cordero Classified - Internal use.
Sell! Alignment with external customer planning processes What We Did Best All About Our People Win with Winning Customers Shoppers and Solutions.
© 2017 SlidePlayer.com Inc. All rights reserved.