Presentation on theme: "Assessing Leadership and Measuring Its Effects"— Presentation transcript:
1Assessing Leadership and Measuring Its Effects CHAPTER FOURAssessing Leadership and Measuring Its Effects
2Conventional Wisdom About Leadership People who are tall and athletic make better leaders.Smarter people make better leaders.Leaders who are stable and predictable are more effective.
3Research Findings About Leadership People who are tall and athletic do not necessarily make better leaders.In some situations, smarter leaders consistently performed less well than those who were less smart (Fiedler et al.)The most effective leaders use different bases of power to meet situational demands.
4Competency ModelThe set of skills, knowledge, abilities, or other attributes that are relevant to successful performance in a particular job.
6The Relevance and Legality Of Unstructured Interview Questions If you were any part of a car, what part would you be and why?If you could go out to dinner with anyone, who would it be and why?Do you plan on having any more children?How do you feel about women in leadership positions?
7Measures Of Successful and Unsuccessful Leadership Superiors’ effectiveness and performance ratingsSubordinates’ ratings of satisfaction, organizational climate, morale, motivation, and leadership effectivenessUnit performance indices
8Drawbacks Of Using Superiors’ Ratings Ratings may not be an accurate reflection of performance because supervisors:May not take the time.May be unaware or unfamiliar with a leader’s performance.May have difficulty dealing with conflict.Ratings can also be biased by friendships, perceptual sets, and attribution errors.
9Drawbacks Of Using Subordinate Ratings Subordinates may be relatively unmotivated toward work no matter what the leader does.Motivation and cohesiveness does not guarantee effective performance.Subordinates may rate the leader as effective because he or she does not make them work very hard and vise-versa.
10Variations of Leadership studies Feature Common UncommonResearch methodSurveysExperimentsTime frameStaticLongitudinalResearch objectiveReplicationExplore new issuesLocus of leadershipHeroic individualShared/distributedCausalityUnidirectionalReciprocalData sourcesSingleMultipleLevel of leaderSupervisorExecutiveSource: G. Yukl, Reflections and Directions in Leadership Research
11Critical Thinking Questions Practitioners Should Ask Who is the sample?What is the situation?What leadership qualities, characteristics, or behaviors are being assessed?How is leadership success being determined?How do the writers link leadership assessment to success?