Management and Leadership Questionnaire

Management and Leadership Questionnaire

MANAGEMENT AND LEADERSHIP QUESTIONNAIRE Leadership Assessment and Development MYSKILLSPROFILE 2012 Contents Purpose Applications Development approach Concept model What the scales measure Scoring approach Feedback report Technical properties 2 MYSKILLSPROFILE 2012 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

3 MYSKILLSPROFILE 2012 Applications Competency based selection Organization development programs University executive education Coaching Team building Training needs analysis/metrics 4 MYSKILLSPROFILE 2012 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 5 MYSKILLSPROFILE 2012 Concept Model Leadership Leadership competencies competencies Management Management competencies Strategic Strategic and creative creative thinking Implementing Implementing and and improving Leading

Leading and and deciding deciding Communicating Communicating and and presenting presenting Developing Developing and and changing Relating and and supporting 6 MYSKILLSPROFILE 2012 7 What the Scales Measure Leadership/Transformational Competencies 1 Strategic and Creative Thinking

1.1 Thinking and managing globally 1.2 Developing strategy and acting strategically 1.3 Managing knowledge and information 1.4 Creating and innovating 1.5 2 2.1 2.2 2.3 2.4 2.5 3 3.1 3.2 3.3 3.4 3.5

Managing costs and financial performance Leading and Deciding Competency Requirements Keep up to date with global trends, review the company's position, develop business relationships in other countries. See the big picture, pick up changes in the marketplace, review and analyze the business unit's strategy. Keep up with advances in business area, benchmark performance against industry leaders, seek advice from experts. Help people to think differently about a problem, get buy-in for creative ideas, turn novel ideas into reality. Read and interpret financial reports, set financial targets, review and improve financial performance. Competency Requirements Help new employees get up to speed quickly, give people challenging job assignments, monitor Attracting and managing talent peoples performance. Motivating people and inspiring them to Communicate high expectations of people, trust capable people to do their work, celebrate team excel achievement. Provide people with assignments to develop their skills, give timely coaching, act as a role model for Coaching and developing people development. Define acceptable workplace behavior, challenge bias and intolerance, act as a role model of inclusive Managing culture and diversity behavior. Making sound decisions

Assess options and risks, consult people and take their views and ideas into account, act decisively. Developing and Changing Competency Requirements Displaying initiative and drive Start tasks right away, get things done quickly, be ready to go the extra mile. Do what is right despite personal risk, say no when necessary, have the courage to take tough Showing courage and strength decisions. Learning and developing continuously Seek feedback, set personal development goals, show a sense of humor and perspective. Sell the benefits of change, model the change expected of others, establish roles and structures to Managing and implementing change support change. Adapting and coping with pressure Adapt quickly to new situations, handle stress successfully, keep composure in difficult circumstances. MYSKILLSPROFILE 2012 8 What the Scales Measure Management/Transactional focus 4 Implementing and Improving 4.1 Executing strategies and plans

4.2 Improving processes and systems 4.3 Managing customer relationships and services 4.4 Analyzing issues and problems 4.5 Managing plans and projects 5 Communicating and Presenting Facilitating and improving communication 5.1 5.2 Influencing and persuading people 5.3

Managing feelings and emotions Speaking with confidence and presenting to groups 5.4 Competency Requirements Provide direction and support, delegate responsibility to the appropriate people, hold people accountable for delivery. Allocate responsibility for improvement, learn lessons from process breakdowns, improve business processes. Set high standards for customer service, exceed customer expectations, resolve customer issues quickly. Gather information from a wide variety of sources, approach problems from different angles, brainstorm possible solutions with others. Develop bold plans, obtain resources to carry out projects, manage critical dependencies and risks. Competency Requirements Create a climate where people share views and ideas, exchange information with the team, bosses and stakeholders. Promote views and ideas, influence people by addressing their needs and priorities, negotiate effectively. Know which emotions you are feeling and why, handle other peoples feelings and emotions sensitively. Demonstrate presence, communicate with self-assurance, give effective presentations to groups. 5.5 Writing and reporting 6

Relating and Supporting 6.1 Relating and networking 6.2 Listening and showing understanding Produce clearly written reports, write effectively for different audiences, edit other people's written work skillfully. Competency Requirements Work effectively with other people, build rapport and keep others in the loop, use networks to get things done. Put people at ease, pay attention to their feelings and emotions, listen without interrupting. 6.3 Building trust and modeling integrity Act in accordance with values and principles, give consistent messages, keep promises. 6.4 Identifying and resolving conflict 6.5 Cultivating teamwork and collaboration

Encourage debate, bring disagreements into the open, address and resolve conflict early. Set the team's direction and priorities, review the team's successes and failures, help team members work well together. MYSKILLSPROFILE 2012 9 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 Scales Positive

Strongest correlations with Managing knowledge Developing strategy Managing money MYSKILLSPROFILE 2012 10 Scoring Approach Sten Percentile Meaning Level Competence 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/midrange skill 4 A score of 4 is higher than about 25% of the comparison group 2 Less developed competency/embryonic skill 1-3 A score of 3 is higher than about 10% of the comparison group

1 Least developed competency/possible flaw MYSKILLSPROFILE 2012 11 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 12 Leadership Level Level Core 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. MYSKILLSPROFILE 2012 Management versus Leadership

13 MYSKILLSPROFILE 2012 Task versus People Approach 14 MYSKILLSPROFILE 2012 15 Situational Leadership Effectiveness MYSKILLSPROFILE 2012 Competency Scorecards Strategic and Creative Thinking 16 MYSKILLSPROFILE 2012 17 Development Tips Strategic and creative thinking 1.1 Thinking and managing globally First-level

a Read The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave. b Look for a position or project that will give you international experience. c Attend a course or conference on how to do business overseas. d Identify colleagues who can coach/advise you on doing business overseas. e Investigate the organizations global market position. Middle a Read The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave. b Find out more about the companys international strategies. c Research business practices in other countries. d Build contacts with colleagues working in other countries. e Investigate the strategies of your competitors in other countries. Senior a Read The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave. b c d e Review and refresh the companys international strategies. Forecast how international developments and trends will affect the organizations position. Act as a mentor/coach on how to do business in other countries.

Review the organizations image and reputation in other countries. MYSKILLSPROFILE 2012 18 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.

Recently Viewed Presentations

  • Registered Opponent William (Britt) Cobb PhD Co-Signed William

    Registered Opponent William (Britt) Cobb PhD Co-Signed William

    per present COA Application. When I met with staff and asked them what it was, ... The proposed house is grossly incompatible with the Historic Contributing Properties in terms of Height, Scale, Size, Mass and Orientation (the determining parameters for...
  • Apresentação do PowerPoint - Portal IAP

    Apresentação do PowerPoint - Portal IAP

    Lição 09 Perseverem na aflição Objetivo Mostrar ao estudante da Escola Bíblica o que Paulo fez, ao saber que os tessalonicenses estavam enfrentando perseguições e aflições ainda mais severas.
  • PSYC 101 - Amazon S3

    PSYC 101 - Amazon S3

    (False) Facts About Sleep. Some people never dream. Most dreams directly relate to a bodily sensation. To keep in balance and mentally stable/healthy everyone needs 8 hours of sleep.
  • Pacific Gcos Action Plan Workshop

    Pacific Gcos Action Plan Workshop

    OPEN PROGRAMME AREA GROUP 3 (OPAG 3) Climate Change and Variability: Agriculture, forests and fisheries Auckland New Zealand 21 - 23 February 2005
  • EEE 302 Lecture 23

    EEE 302 Lecture 23

    Times New Roman Symbol Default Design EEE 302 Electrical Networks II Filter Networks Common Filter Bode Plots Passive Filters PowerPoint Presentation First-Order Filter Circuits Second-Order Filter Circuits Frequency & Time Domain Connections PowerPoint Presentation
  • Orientation to the Comprehensive Supportive Care Package for

    Orientation to the Comprehensive Supportive Care Package for

    Agreement on four key thematic areas for comprehensive supportive care for DR-TB and the elements of supportive care for each area. Local or facility level. Adapt the national package to local circumstances; develop a local implementation plan with clear roles...
  • BIICL conference: The Microsoft Judgment Bundling

    BIICL conference: The Microsoft Judgment Bundling

    The economics of Article 82 reform Dr Helen Jenkins, Managing Director February 8th 2008 Outline (I) what is market power? from form- to effects-based tests for abuse critique of the guidelines on loyalty rebates practical issues in applying the methodology...
  • Systems Analysis and Design 10th Edition Chapter 4

    Systems Analysis and Design 10th Edition Chapter 4

    Systematic sample. Select every tenth customer for review. Stratified sample. Select five customers from each of four postal codes. Random sample. Any 20 customers. Main objective of a sample is to ensure that it represents the overall population accurately