- Peter F. Drucker - Kaplan DeVries

SPIM Feb 18, 2010Tampa, FL

Executive Assessment and the Bottom LineExecutive Assessment and the Bottom LineThinking Clearly about Leadership Effectiveness

Robert B. Kaiser

2010 Conference2010 ConferenceFeb 18, Tampa, FLFeb 18, Tampa, FL

Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.

- Peter F. Drucker

Your Definition

LeadershipLeadership

Your Definition

EffectivenessEffectivenessLeadershipLeadership

EspousedTheory

Theory in Use

Argyris & Schön (1974) Theory in practice. San Francisco: Jossey Bass.

How do you assess…

Leadership Leadership EffectivenessEffectiveness

LEADERSHIP AND THEFATE OF ORGANIZATIONSLEADERSHIP AND THEFATE OF ORGANIZATIONS

S. Bartholomew Craig American PsychologistVol. 63(2), 2008

Robert B. Kaiser

Robert Hogan

How we define effectiveness

How we measure effectiveness

"Leadership effectiveness"

Define terms

Describe a taxonomy

Review literature viz. taxonomy

Make a case: we have put more focus on the fate of careers than the fate of organizations

Leadership

Defining terms

a solution to the problem of collective effort

collective goals require a team effort

influencing individuals to transcend short-term self-interest and contribute to long-term group performance

leadership is about building a team and guiding it to outperform the competition

Hogan, Curphy, & Hogan, 1994; Hogan & Kaiser, 2005; Van Vugt, Hogan & Kaiser, 2008 (see also Avolio et al., 2003; Bass, 1990; House & Aditya, 1997; Yukl, 1989)

Leadership effectiveness is most properly concerned with group performance.

Toward a taxonomy

Leadership

perceptions

Leadership

effectiveness

Lord, Alliger, & DeVader (1986); Hogan, Curphy, & Hogan (1994)

leadership emergence

ratings of the leader

peer ratings of status

boss ratings of effectiveness

team morale/satisfaction

team performance

objective results

ratings of group effectiveness

Individual

Leader

or Group

Unit of Analysis

Individual

Leader

or Group

Unit of Analysis

leadership emergence

ratings of the leader

peer ratings of status

boss ratings of effectiveness

team morale/satisfaction

performance of team

objective results

ratings of group effectiveness

Individual Leaders Team or Group

Standing outemergence

Approvalratings of leader

Processhow we played

Outcomeswin/lose?

peer nominations

leader/non-leader

ratings of potential

promotion

overall effect. ratings

overall ratings of perf.

aggregate ratings

satisfaction w/leader

derailment

Individual employee

attitudes

behavior

Business unit results

productivity

financials

customers

human resources

dynamics

climate/culture

Being selected for a leadership role

Others' evaluations of you in that role

Proximal effects of leader on people

Distal effects of leader on org.

Outcomeswin/lose?

peer nominations

leader/non-leader

promotion

aggregate ratings

derailment

Individual employee

attitudes

behavior

productivity

financials

customers

human resources

dynamics

climate/culture

Being selected for a leadership role

Others' evaluations of you in that role

Proximal effects of leader on people

Distal effects of leader on org.

The fate of organizations

The fate of careers

A meta-meta review

How often do we operationally define leadership as the fate of careers vs firms?

Count measures reported in meta-analyses

Meta-analyses in review

Team Performance2006Burke, Stagl, Klein, Goodwin, Salas, & Halpin

Emergence 1989Mullen, Salas, & Driskell

Gender & Emergence 1991Eagly & Karau

Gender & Effectiveness 1995Eagly, Karau, & Makhijani

Leader-Member Exchange 1997Gerstener & Day

Personality 2002Judge, Bono, Ilies, & Gerhardt

Trust 2002 Dirks & Ferrin

Consideration & Initiating Structure 2004 Judge, Piccolo, & Ilies

Intelligence 2004 Judge, Ilies, & Colbert

Transformational & Transactional 2004 Judge & Piccolo

10 meta-analyses

~285,000 leaders

1,124 samples

1,695 statistical tests

How often was each type of effectiveness measure used to compute a validity coefficient?

Individual Leader TeamStanding out Approval Process Outcomes

1103Team Perform.2006Burke et al.

18%28%35%18%% of all

310476600309N

33Emergence1989Mullen, Salas, & Driskell

75Sex/Emergence1991Eagly & Karau

14776Sex/Effectiveness1995Eagly, Karau, & Makhijani

1514127LMX1997Gerstener & Day

95127Personality2002Judge, Bono, Ilies, & Gerhardt

7113Trust2002Dirks & Ferrin

54171185Ohio State factors2004Judge, Piccolo, & Ilies

403474Intelligence2004Judge, Ilies, & Colbert

7783170Transf./Trans.2004Judge & Piccolo

Individual Leader Group

Standing out Approval Process Outcome

What is the right proportion?

The fate of careers

The fate of organizations

How do leaders build enduring social

institutions?

How do leaders get ahead in their

careers?

Depends on what you want to know…

How do you assess…

Leadership Leadership EffectivenessEffectiveness

Outcomeswin/lose?

peer nominations

leader/non-leader

promotion

aggregate ratings

derailment

Individual employee

attitudes

behavior

productivity

financials

customers

human resources

dynamics

climate/culture

Being selected for a leadership

Others' evaluations of you

in that role

Proximal effects of leader on

people

Distal effects of leader on organization

How do leaders affect organizational performance?

Leadership Value Chain

LeaderCharacteristics

Leadership Style

UnitResults

OrganizationalEffectiveness

UnitProcess

Context for Performance

Leadership Style

UnitResults

UnitProcess

DecisionsStrategyStructureStaffing

BehaviorsInitiation

ConsiderationTransformational

ProductivityEfficiencyInnovation

HREngagementTalent level

FinancialMarket-based

Accounting-based

CustomersMarket Share

Growth

PurposeMissionCulture

Social contributions

Financial Revenues

ProductivityQuantityQuality

CustomerSatisfactionRetention

HRTurnover

Development

EmployeeAttitudesBehaviors

TeamDynamics

Climate/Culture

Org.Goals

SystemsResources

Human CapitalPersonality

Mental Ability

Social CapitalNetworks

Connections

Intellectual CapitalJob Knowledge

Skills

Hogan Leadership Value Chain

Context for Performance

Leadership Style

UnitResults

UnitProcess

BehaviorsInitiation

Accounting-based

Growth

Financial Revenues

HRTurnover

Development

TeamDynamics

Climate/Culture

Org.Goals

SystemsResources

Mental Ability

Connections

Skills

Targeted T&D

Selection & Staffing

Business Results

What’s a management psychologist to do?

Context for PerformanceContext for

Performance

Leadership Style

UnitResults

UnitProcess

BehaviorsInitiation

Accounting-based

Growth

Accounting-based

Growth

Financial Revenues

HRTurnover

Development

Financial Revenues

HRTurnover

Development

TeamDynamics

Climate/Culture

Org.Goals

SystemsResources

TeamDynamics

Climate/Culture

Org.Goals

SystemsResources

Mental Ability

Connections

Skills

Mental Ability

Connections

Skills

Improving our practice

Start with the business challenge

Make unit performance a focal point

Expand your assessment battery

Tie behavior to results

Start with the business challenge

In contracting With sponsor/boss With client/manager

Ask for PMP or Perf Appraisals Balanced scorecards for unit Current unit performance goals/expectations

Expand your assessment battery

Interview questions about business unit performance and contribution

Existing rating scales focused on unit processes

Be creative about assessing unit results

Tie behavior to results

Clarify the link in feedback

Reinforce the link in coaching

Assess both in follow-up

About a 3 month lag on process

6- to 12 month lag on KPIs

What will you do differentlyin your practice?

Executive Assessment and the Bottom LineExecutive Assessment and the Bottom LineThinking Clearly about Leadership Effectiveness

Robert B. Kaiser

2010 Conference2010 ConferenceFeb 18, Tampa, FLFeb 18, Tampa, FL

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