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Chapter 4 - Assessing leadership and measuring its effects. Although this chapter focused on leadership research, there are several reasons it is relevant for leadership practitioners even though they are unlikely to actually conduct leadership research themselves. First, organizations can and do use a number of techniques to assess the values, personality, intelligence, and behaviors for any applicant pool.
41 McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved C HAPTER F OUR Assessing Leadership and Measuring Its Effects Conventional 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 McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 4ư3 ResearchFindingsAboutLeadership ã Peoplewhoaretallandathleticdonot necessarilymakebetterleaders. ã Insomesituations,smarterleaders consistentlyperformedlesswellthanthose whowerelesssmart(Fiedleretal.) ã Themosteffectiveleadersusedifferent basesofpowertomeetsituational demands McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 4ư4 Competency Model The set of skills, knowledge, abilities, or other attributes that are relevant to successful performance in a particular job. Multiple Hurdles Approach Paperandpencil measures Interviews Assessment centers McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 46 The 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? McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 47 Measures Of Successful and Unsuccessful Leadership • Superiors’ effectiveness and performance ratings • Subordinates’ ratings of satisfaction, organizational climate, morale, motivation, and leadership effectiveness • Unit performance indices McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 4ư8 DrawbacksOfUsingSuperiors Ratings 4ư9 ã Ratingsmaynotbeanaccuratereflection ofperformancebecausesupervisors: 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. McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved Drawbacks 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 viseversa. McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 410 Variations of Leadership studies Feature Common Uncommon Research method Surveys Experiments Time frame Static Longitudinal Research objective Replication Explore new issues Locus of leadership Causality Heroic individual Shared/distributed Unidirectional Reciprocal Data sources Single Multiple Level of leader Supervisor Executive McGrawHill/Irwin Source: G. Yukl, Reflections and Directions in Leadership Research © 2002 The McGrawHill Companies, Inc., All Rights Reserved 411 Critical 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? McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 412 ... • The? ?most effective leaders use different bases? ?of? ?power to meet situational demands McGrawHill/Irwin © 2002? ?The? ?McGrawHill Companies, Inc., All Rights Reserved 4? ?4 Competency Model The? ?set? ?of? ?skills, knowledge, abilities, or ... © 2002? ?The? ?McGrawHill Companies, Inc., All Rights Reserved 4? ?8 Drawbacks? ?Of? ?Using Superiors’ Ratings 4? ?9 • Ratings may not be an accurate reflection of? ?performance because supervisors: – May not take? ?the? ?time... McGrawHill/Irwin © 2002? ?The? ?McGrawHill Companies, Inc., All Rights Reserved 4? ?6 The? ?Relevance and Legality? ?Of? ? Unstructured Interview Questions If you were any part? ?of? ?a car, what part would you be and why?