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2. Assessing Leadership:
Who is a leader and
how do we know it?
Tom Mitchell, U. of Baltimore
Division of Applied Behavioral Sciences
tmitchell@ubalt.edu
http://home.ubalt.edu/tmitch
410 837 5348
MAPAC 2006 2
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3. Why we need to know
Selection
- hire new managers (first line to mid level)
Promotion
- succession planning and staffing
Development
- training and coaching
- diagnose problems
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MAPAC 2006 3

4. Who are they?
• Definitions of leadership:
• Person who motivates others to perform well
• Directing & coordinating group activities (Fiedler, ‘67)
• Influencing others to achieve a common goal (Northouse, 2004)
• Building networked relationships to enhance cooperation (Day, 2001)
MAPAC 2006 4
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5. Conceptual Distinctions
• Born or bred?
• Leader Emergence vs. Effectiveness
• Leadership vs. Management /supervision
MAPAC 2006 5
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6. Conceptual Distinctions
• Leadership v. Management
– Power sources (French & Raven, ’59)
MAPAC 2006 6
• Position v. Personal power
• Power source: Power influence:
– 1. Reward: give rewards
– 2. Coercive punish
– 3. Legitimate demand
– 4. Referent identifies with supervisor
– 5. Expert knowledge & expertise
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7. Conceptual Distinctions
• Leadership v. Management
• Power source: Power:
– 1. Reward: give rewards
– 2. Coercive punish
– 3. Legitimate demand
– 4. Referent identifies with supervisor
– 5. Expert knowledge & expertise
MAPAC 2006 7
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8. Leader vs. Manager (Kotter, ‘90)
MAPAC 2006 8
Establish Direction
vision - set strategy
Plan / Budget
resources – time lines
Align People
team building - Commitment
Organize / Staffing
establish rules - hire
Motivate & Inspire
Inspire - empower
Control / Problem Solve
Incentives – take action
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9. Theories: History (short)
• Trait (’20s – ’30s) -> dead end
– E.g. height / weight / ambitious / gender
• Behavioral (’50s – ’60s: Ohio state, Fleishman & Harris, ’62)
– Consideration / initiating structure (LOQ)
• Contingency (’60s – ’70s: U. MI; Fiedler ‘67)
– Situational leadership (Hersey & Blanchard, 77)
– Path -> Goal (House & Mitchell, ’74)
MAPAC 2006 9
• Trait (again!)
– Charismatic
– Transformational v. transactional (Bass, ’06)
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10. Leadership: Factors and Competencies
(Jeanneret and Silzer, 1998)
MAPAC 2006 10
• Thinking skills
– Analyzing information
– Solving problems
• Work management skills
– Planning and organizing work
– Being resourceful
• Interpersonal and communication skills
– Building networks
– Relating to others
• Leadership skills
– Motivating and inspiring others
– Coaching and developing others ebooks.edhole.com

11. Factors and Competencies (cont’)
MAPAC 2006 11
• Motivation skills
– Adapting to change
– Showing drive and taking action
• Personal factors
– Demonstrating integrity and trust
– Modeling cultural values
• Organizational skills
– Focusing on customers
– Committing to quality
• Technical skills
– Demonstrating functional expertise
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12. Transformational Leadership
(Bass & Avolio, ‘2000)
• Transformational Leadership
• Transactional Leadership
• Passive/Avoidant
MAPAC 2006 12
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13. Personal traits:
Transformational Leadership
• Transactional leaders
– Social exchange
• Transformational leaders
– Stimulate and Inspire
– Grow and develop
– Empower followers
• Passive/Avoidant
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MAPAC 2006 13

14. Transformational Leader
Characteristics
MAPAC 2006 14
• Idealized Influence
– Role model / emulation
• Inspirational Motivation
– Vision / challenging
• Intellectual Stimulation
– Encourages creativity
• Individualized Consideration
– Coaching / mentoring
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15. Assessing Leadership
• Who they are (now we know)
• How do we know?
– Why do we need to know?
– Identifying and Assessing Leaders
(assessment strategies)
MAPAC 2006 15
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16. Need to Identify Them
– Recruitment
– Selection
– Succession planning (promotion)
– Development
MAPAC 2006 16
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17. Assessment: How to
• Start with Job analysis:
MAPAC 2006 17
• Id SMEs
– Conduct interviews
• Review job description
• Confirm leadership duties and KSAOs
– (use factors and competencies)
• Develop matrix (duties & competencies)
• Document Job Analysis findings
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18. Assessment:
Issues in Assessing
• Validity & reliability
• Utility (effectiveness and cost)
• Test portability (VG)
MAPAC 2006 18
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19. Assessment: Issues
• Validity strategies
– Content validity
– Criterion related validity
– Construct validity
– Face validity
MAPAC 2006 19
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20. Assessment: Issues
• Utility
– Effectiveness
– Logistics
– Screening or ranking
• Costs
– Internal: Agency Personnel
– External: Vendors = $$$
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MAPAC 2006 20

21. Assessment: Issues
• Validity Generalization
– Constructs are valid
– Job analysis: JA verification
• Test portability
– Why re-invent the wheel?
MAPAC 2006 21
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22. Assessment:
Principal Traits
(Northouse, ’04)
MAPAC 2006 22
• Intelligence
• Self-confidence
• Determination
• Integrity
• Sociability
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23. Assessment:
Methods
• Personal History
• Assessment center
• Behavioral interview / Oral board
– handout “Candidate Leadership Ratings”
• Written tests / inventories
MAPAC 2006 23
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24. Assessment:
Personal History
• Supplemental application blank
• References
• Past performance reviews
• Past accomplishments
• Peer assessments (promo / dev)
– 360 / multi-rater
MAPAC 2006 24
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25. Assessment: Assessment Center
• Situational interview
• In-basket technique
• Job simulation
• Leaderless Group Discussion
– Leader emergence
MAPAC 2006 25
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26. Assessment:
Written tests/ inventories
• Cognitive ability
• Integrity inventories
• Personality inventories
• Leadership ability tests
• Biodata
MAPAC 2006 26
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27. Assessment:
Cognitive Ability
• Watson-Glazer Critical Thinking Appraisal
(Psychological Corporation: Harcourt Brace, Pub)
MAPAC 2006 27
• -> Measures:
– Inference
– Recognition of Assumptions
– Deduction
– Interpretation (generalizing, conclusions)
– Evaluation of Arguments
• Wonderlic Personnel Test
– (Wonderlic Personnel Test, Inc., 1992. 1-800 323-3742 )
• -> Measures
– “g” general intelligence (potential for development)
– Extensive norms
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28. Assessment: Integrity
MAPAC 2006 28
• Integrity tests
– Overt
– Personality
• Hogan Personnel Selection Scale
– (organizational delinquency)
– http://www.hoganassessments.com/
– Polygraph (?)
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29. Assessment:
Personality Inventories
• NEO-PI (Five factor model)
– (Costa & McRae, ’92)
• CPI (California Psychological Inventory)
– CPP (Gough)
• HPI (Hogan Personality Inventory)
– (R. & J. Hogan)
• IPIP (International Personality Item Pool)
MAPAC 2006 29
– (L.Goldberg)
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30. Five Factor Model:
Big Five Personality Dimensions (C A N O E) (Barrick & Mount, ’91
MAPAC 2006 30
• Conscientiousness
– persistence, doggedness, hardworking, dependable,
– thorough, and responsible.
• Agreeableness
– being liked, courtesy, good-natured, cooperative, forgiving, soft
hearted.
• Neuroticism
– anxiety, depression, anger worry, and insecurity.
• Open to Experience
– imaginative, creative, broad-minded and intelligent.
• Extroversion
– sociability, gregariousness, talkativeness, and activity.
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31. NEO-PI
• NEO-PI-R (Costa & McRae, ‘92)
– NEO Personality Inventory: Revised
• Long & short version
• Management report
• Psychological Assessment Resources, Inc. (PAR)
http://www3.parinc.com/
MAPAC 2006 31
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32. CPI:
Psychological Personality Inventory (3rd ed)
• 20 scales (approximate “Big five”)
MAPAC 2006 32
• 2 special scales:
– Managerial Potential (Mp)
– Leadership Potential (Lp)
• Consulting Psychologists Press, Inc. (CPP)
– http://www.cpp.com/
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33. Hogan Personality Inventory:
(HPI)
• 7 traits: BIG Five
– Adjustment (Neuroticism)
– Ambition / Sociability (Extraversion)
– Likeability (Agreeableness)
– Prudence (Conscientiousness)
– Intellectance & (Openness)
– school success
• Hogan Assessments, Inc. http://www.hoganassessments.com/
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MAPAC 2006 33

34. IPIP
• IPIP International Personality Item Pool
– (L.Goldberg) http://ipip.ori.org/ipip/
MAPAC 2006 34
• Five Factors:
– http://www.personal.psu.edu/faculty/j/5/j5j/IPIP/
– Long version: 300 items (40-60 minutes)
– Short version: 120 items (15-20 minutes)
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35. Leadership Ability:
Measures
• Leadership Opinion Questionnaire (LOQ)
MAPAC 2006 35
– (Self report)
• The Supervisory Behavior Description (SBD)
– (used by subordinates to rate supervisor)
• (E. Fleishman, Ohio State studies)
• Multifactor Leadership Questionnaire (MLQ)
• (B. Bass, transformational Leadership)
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36. Leadership Ability: LOQ
• Two dimensions (independent constructs)
– Consideration
• Concern for others
– Initiating structure
• Task oriented
– Creative Organizational Design, Inc. (COD)
• http://www.creativeorgdesign.com/testpages/loq.htm
MAPAC 2006 36
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37. LOQ: Consideration
• Relationships with subordinates characterized by:
– Mutual trust
– Respect for their ideas
– Consideration of their feelings
– Warmth between manager and subordinate
• High score: Good rapport and two-way communications
• Low score: More impersonal in relations with group members
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MAPAC 2006 37

38. LOQ: Initiating Structure
• Defines own and subordinates’ roles toward goal attainment
• High score: Takes very active role in directing activities through
– Planning
– Communicating information
– Scheduling
– Criticizing
– Trying new ideas
• Low score: Relatively inactive in directing activites
MAPAC 2006 38
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39. LOQ
used for:
• Training
• Assessment of culture
• Selection
• Coaching
MAPAC 2006 39
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40. MLQ
Multifactor Leadership Questionnaire (Bass & Avolio)
• Transformational Leadership
• Transactional Leadership
• Passive/Avoidant
• Mindgarden, Inc. http://mindgarden.com/products/mlqr.htm
MAPAC 2006 40
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41. MLQ: Used for
MAPAC 2006 41
• Selection
• Succession Planning
• Development (3600 Feedback)
• Diagnosis / coaching
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42. Some Vendors
• CCL Center for Creative Leadership
– http://www.ccl.org/leadership/index.aspx
• PDI Personnel Decisions International
– http://www.personneldecisions.com
• DDI Development Dimensions International
– http://www.ddiworld.com/our_expertise/leadership.asp
• Personnel Testing Council Metropolitan Washington
MAPAC 2006 42
– http://www.ptcmw.org/
(I/O consulting firms) ebooks.edhole.com

43. Conclusion
MAPAC 2006 43
• Because
– We know who they are &
– Can identify them
• We can
– Improve Agency functioning & productivity
• Through effectiveness
– Reduce costs
• Improve the bottom line
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44. Leadership
MAPAC 2006 44
• Comments?
• Questions?
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45. Online Sources:
• Center for Creative Leadership
• http://www.ccl.org/leadership/index.aspx
• Development Dimensions International (DDI)
• http://www.ddiworld.com/our_expertise/leadership.asp
• Personnel Decisions International
• http://www.personneldecisions.com
• Hogan Personnel Selection Scale
• http://www.hoganassessments.com/
• Multifactor Leadership Questionnaire
• http://mindgarden.com/products/mlqr.htm
• Leadership Opinion Questionnaire (LOQ)
• http://www.creativeorgdesign.ebooks.edhole.comcom/testpages/loq.htm
MAPAC 2006 45

46. References
• Barrick, M. R., & Mount, M. K. (1991). The big five personality dimensions and job performance: A meta-analysis.
MAPAC 2006 46
Personnel Psychology, 44, 1-26.
• Bass, B. M. & Riggio, R. E. (2006). Transformational Leadership. 2nd ed. Lawrence Erlbaum, pub.
• Bass, B. & Avolio, B. (2000). MLQ Multifactor Leadership Questionnaire 2nd ed. Redwood City, CA: Mind Garden
• Costa, P. T., Jr., & McCrae, R. R. (1992). Revised NEO PI Personality Inventory: NEO PI and NEO Five Factor
Inventory (NEO FFI: Professional Manual: Odessa, FL: Psychological Assessment Resources, Inc.)
• Fiedler, F. (1967). A theory of Leadership Effectiveness. New York: McGraw Hill.
• Fleishman, E. A. & Harris, E. F. (1962). Patterns of leadership behavior related to employee grievances and
turnover. Personnel Psychology, 15, 43-56.
• French, J. R. P, & Raven, B. H. (1959). The bases of social power. In D. Cartwright. (Ed.),
– Studies of social power ) pp. 150-157. Ann Arbor, MI: Institute for Social Research.
• Jeanneret, Richard, & Silzer, Rob. (1998). Individual Psychological Assessment Predicting behavior in
organizational settings. Jossey Bass pub. Chapter 12 Shaping organizational leadership.
• Johnson, Jeff W., Questar Data Systems, Inc. Mineapolis, MN JEFFJ@PDI-CORP.COM
• (Handout for ratings leadership characteristics)
• Hersey, P., & Blanchard, K. H. (1977). Management of Organizational Behavior, 3rd 3d. Englewood Cliffs, NJ:
Prentice Hall
• House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3, 81-
97.
• Kotter, J. P. (1990). A force for change: How leadership differs from management (pp. 3-8). New York: Free Press
• Northouse, Peter G. (2004). Leadership: Theory and Practice. 3rd ed. Sage, pub.
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