White Paper SHLCorporate Leadership Model
White Paper SHLCorporate Leadership Model
White Paper SHLCorporate Leadership Model
PEOPLE PERFORMANCE
Developed a functional model that integrates research into transformational and transactional leadership Developed a dynamic model that integrates competency potential, performance, outcome and contextual factors. Are exploring ways of linking this into intangible asset valuation
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PEOPLE PERFORMANCE
Leadership is about influencing people such that they come to share common goals, values, and attitudes and work more effectively towards the achievement of the organisation's vision. An effective leader is one who makes a demonstrable impact by influencing the behaviour and performance of others.
Bartram (2002)
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PEOPLE PERFORMANCE
Aim is to show how leadership characteristics ultimately relate to style, impact and performance. Two aspects to analysis of individual leader characteristics:
Standing out, or emergence Approval or others ratings of effectiveness.
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PEOPLE PERFORMANCE
Which personality attributes predict who get nominated as leaders (emergence) Which predict how well leaders do in terms of approval by others? Use the SHL Corporate Leadership model as a framework for the research (Bartram, 2002). This is based on the SHL Universal Competency Framework (Bartram et al, 2002; Bartram 2005), which defines 112 competency components structured under 20 dimensions which in turn are related to eight broad factors.
PEOPLE PERFORMANCE
Great 8
Factor level
PEOPLE PERFORMANCE
20 Dimensions
Competency level
112 Components
Behaviour level
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.
Dimension Level
PEOPLE PERFORMANCE
Component Level
3:2.1 Making an Impact 3.2.2: Shaping Conversations 3.2.3: Appealing to Emotions 3.2.4: Promoting 3.2.5: Negotiating Ideas
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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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PEOPLE PERFORMANCE
4.3 Analysing 5.1 Learning & Researching 8.2 Entrepreneurial & Commercial Thinking 3.3 Presenting & Communicating Information 4.1 Writing & Reporting 2.1 Working with People 2.2 Adhering to Principles & Values 6.1 Planning & Organising 6.2 Delivering Results 7.2 Coping with Pressure & Setbacks
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360 ratings use strength scale from Outstanding down to Development 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 for the job and subsequent approval by people. People see as crucial for success in the job, those characteristics 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 in the 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 imposed structure.
PEOPLE PERFORMANCE
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Results 2: Effectiveness
As managers become more senior, they are rated as more 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 too small for reliable interpretation.
PEOPLE PERFORMANCE
Conclusions
The characteristics that advance a managers career along the pipeline are not necessarily what makes an organisation effective. Many of the factors associated with emergence and approval relate to the career development of leaders and equipping them for roles in other organisations. Need to shift the focus from the individual to the organisation. Current research is looking at how leadership experiences can be managed to develop leaders to fit organisations need rather than just progress the individuals career.
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PEOPLE PERFORMANCE