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8/13/2019 White Paper SHLCorporate Leadership Model
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PEOPLE
PERFORMANCE
Leadership emergence and leadershipapproval:
An evidence-based approach
Dave Bartram & Anna Brown
SHL ResearchBritish Academy of Management, Belfast
September 2006
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SHL Research on Leadership
Carried out review that identified 4 essentialfunctions that leadership has to fulfil in organisations
Developing the Vision
Sharing the Goals Gaining Support
Delivering Success
Developed a functional model that integratesresearch into transformational and transactionalleadership
Developed a dynamic model that integrates
competency potential, performance, outcome andcontextual factors.
Are exploring ways of linking this into intangibleasset valuation
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SHL Corporate Leadership Model definition ofleadership
Leadership is about influencing people
such that they come to share commongoals, values, and attitudes and work moreeffectively towards the achievement of the
organisation's vision.
An effective leader is one who makes a
demonstrable impact by influencing thebehaviour and performance of others.
Bartram (2002)
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Leadership Value Chain (Kaiser & Ferrell,2005)
The chain has four main components:
1. Leadership characteristics (human, social and knowledgecapital)
2. Leadership style (behaviours and decisions)
3. The impact these behaviours and decisions have on
individuals, team and the organisation4. Organizational performance
Aim is to show how leadership characteristics ultimatelyrelate to style, impact and performance.
Two aspects to analysis of individual leadercharacteristics:
Standing out, or emergence
Approval or others ratings of effectiveness.
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The present research
Which personality attributes predict who get nominatedas leaders (emergence)
Which predict how well leaders do in terms of approvalby others?
Use the SHL Corporate Leadership model as aframework for the research (Bartram, 2002).
This is based on the SHL Universal CompetencyFramework (Bartram et al, 2002; Bartram 2005), whichdefines 112 competency components structured under20 dimensions which in turn are related to eight broadfactors.
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THE UCF STRUCTURE BREADTHAND DEPTH
Great 8Factor level
20 DimensionsCompetency level
112 ComponentsBehaviour level
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The Great 8 Domains of Performance
Supporting and Co-operating
Supports others and shows respect and
positive regard. Puts people first, working
effectively with individuals and teams,
clients and staff. Behaves consistently with
clear personal values that complement
those of the organisation.
Interacting and Presenting
Communicates and networks effectively.
Successfully persuades and influences
others. Relates to others in a confident
and relaxed manner.
Creating and Conceptualising
Open to new ideas and experiences,
Seeks out learning opportunities. Handles
situations and problems with innovation
and creativity. Thinks broadly and
strategically. Supports and drivesorganisational change.
Organising and Executing
Plans ahead and works in a systematic
and organised way. Follows directions and
procedures. Focused on customer
satisfaction and delivers a quality service
or product to the agreed standards,
Leading and Deciding
Takes control and exercises leadership.
Initiates action, gives direction and takes
responsibility.
Analysing and Interpret ing
Shows evidence of clear analytical
thinking. Gets to the heart of complex
problems and issues. Applies own
expertise effectively. Quickly learns new
technology. Communicates well in writing.
Adapting and Coping
Adapts and responds well to change.
Manages pressure effectively and copes
well with setbacks.
Enterprising and Performing
Focuses on results and achieving personal
objectives. Works best when work is
related to results and the impact ofpersonal efforts is obvious. Shows an
understanding of business, commerce and
finance. Seeks opportunities for self-
development and career advancement.
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Hierarchical structure of the SHLUCF
3: Interactingand Presenting
2: Supporting andCo-operating
4: Analysingand Interpreting
Factor
Level
3.2: Persuadingand Influencing
3:1 Relating andNetworking
3.3: Presenting &Communicating
Information
Dimension
Level
3.2.4: PromotingIdeas
3.2.5: Negotiating3.2.6: GainingAgreement
3.2.3: Appealingto Emotions
3.2.2: ShapingConversationsC
omponen
t
Level
3.2.7: Dealing with
Political Issues
3:2.1 Making
an Impact
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The dynamic model:Potential Competencies Results
Results
Business Strategy
Market Context
Hard, lag measures:1. Performance metrics2. Track record
Soft,
lead measures:1. Motives2. Personality traits3. Values4. Cognitive abilities
Observable,now measures:Competencies1. Behaviours2. Skills
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Behaviour & Performance
Leadership competencies are defined within
the SHL Competency Framework. Potential is assessed using personality,
ability and motivation measures with
mapping to competencies. Behaviours and decisions are assessed
through self- and other-ratings of
competencies. Important that 360 focuses on behaviours
and not on attitudes or likes and dislikes.
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The Functional Model
Developing the Vision - Strategic
Analysis of the situation and context and the
development of a coherent vision of where to goand strategy for how to get there
Sharing the Goals - Communicating
Communicating the vision to others
Gaining Support Motivating People
Motivating others to contribute and identifyingpotential barriers to success.
Delivering the Success - Operational
Consolidating gains and keeping the changeprocess going until the goals have been fully
achieved.
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SHL UCF Dimensions in relation tothe four Leadership Functions
T r a n s a c t i o n a l
Management Focus
T r a n s f o r m a t i o n a l
Leadership Focus
D e v e l o p i n g
t h e V i s i o n
4.3 Analysing
5.1 Learning & Researching
8.2 Entrepreneurial &Commercial Thinking
5.2 Creating & Innovating
5.3 Formulating Strategies &Concepts
7.1 Adapting & Responding toChange
Sh a r i n g t h e
Goa l s 3.3 Presenting &Communicating Information
4.1 Writing & Reporting
3.1 Relating & Networking3.2 Persuading & Influencing
Ga i n i n g
S u p p o r t
2.1 Working with People
2.2 Adhering to Principles &Values
1.2 Leading & Supervising
De l i v e r i n g
Su c c e s s
6.1 Planning & Organising
6.2 Delivering Results
7.2 Coping with Pressure &Setbacks
1.1 Deciding & Initiating Action
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Outline of the study
Data collected using the SHL Leadership Potential andPerformance Audit
Combines personality (OPQ32), motivation (MQ), ability
(various) assessments with 360 performance data (UCF20). Sample:
N=119 managers from a number of organisations.
28.4% middle managers, 45.5% senior managers, the rest
directors or CEOs. Represent 13 job functions, with most in general management
or human resources.
Majority private sector: Banking, Pharm and biotech;Insurance.
360 ratings use strength scale from Outstanding down toDevelopment opportunity.
Each competency also rated for importance on a 4-point scale,from not relevant for job success to essential.
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Results 1: Emergence
Personality shows significant links to the initial selection forthe job and subsequent approval by people.
People see as crucial for success in the job, thosecharacteristics on which they rate themselves as effective.
Cognitive ability was strongly related to leadership emergence those who get promoted into leadership positions are
generally more intelligent and more motivated than those inthe general managerial pool
As one moves up the pipeline, people are more competitive,bottom-line oriented and cool-headed, and they display a
stronger desire for a fluid environment without imposedstructure.
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Results 2: Effectiveness
As managers become more senior, they are rated asmore effective at Developing the Vision
Female leaders rated as more effective on operational and
people issues. Effectiveness in strategic planning shows an interaction
between gender and level of management but n is toosmall for reliable interpretation.
Personality linked to ratings of effectiveness: For subordinates this relates to ratings of leader
effectiveness in the People, Communications andOperational domains: diplomacy, consideration, and
integrity seen as important. Peer ratings most strongly linked to the Communication
domain
Line managers show link between Operational domain and
characteristics like reserved, conscientious,conventional
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Conclusions
The characteristics that advance a managers careeralong the pipeline are not necessarily what makes anorganisation effective.
Many of the factors associated with emergence andapproval relate to the career development of leadersand equipping them for roles in other organisations.
Need to shift the focus from the individual to theorganisation.
Current research is looking at how leadershipexperiences can be managed to develop leaders to fitorganisations need rather than just progress theindividuals career.