assessing and developing adaptable leaders for an...

Assessing and Developing Adaptable Leaders for an Age of Uncertainty


“Institutionally, the ability to be agile enough is the gut issue in leading an organization today.”James McNerneyCEO

Assessing Flexible Leadership as a Mastery Assessing Flexible Leadership as a Mastery of Oppositesof Opposites Rob Kaiser & Darren Overfield

The Many Faces of Learning Agility The Many Faces of Learning Agility Kenneth P. De Meuse, Guangrong Dai, & George S. Hallenbeck

Relax, It's Only UncertaintyRelax, It's Only UncertaintyRandall P. White



Handouts available atHandouts available atwww.kaplandevries.comwww.kaplandevries.com

Assessing Flexible Leadership as a

Mastery of Opposites

Robert KaiserDarren OverfieldRobert KaiserDarren Overfield

In concurrent session, Assessing and Developing Adaptable Leadership for an Age of Uncertainty

Flexibility is crucial…

But how to assess it?

Yukl & Lepsinger (2004). Flexible leadership. Jossey-Bass.

The obvious answer…Trait — flexibility as a generic tendency to adapt behavior to changing circumstances

Kaiser, Lindberg, & Craig (2007). Assessing flexibility. Int’l Journal of Selection & Ass’t

Items• Varies approach with the

situation• Makes adjustments in

behavior • Takes ideas different from

own seriously• Not set in his/her ways• Thinks in terms of trade-offs

•Not compelling conceptually

•Not behaviorally precise; hard to act on

•Weakly related to effectiveness

Mastery of Opposites — capability and skill with complementary behaviors that seem incompatible

•Conceptual/theoretical basis

•Behaviorally specific/prescriptive

•More predictive of effectiveness


An Alternative

Wisdom of opposites

Quinn, R.E. (1988). Beyond rational management.

People & Relationships

Process & System

Efficiencies

Adaptation to External

Environment

Production & Results

Competing Values Framework

Human Relations

Open Systems

Internal Processes

Rational Goals


Human Relations

Rational Goals

Push for productivity while also building cohesion & morale

Tough-Love


Open Systems

Internal Processes

Practical-Vision

Adapt/introduce change and maintain stability & predictability

“…playing multiple, even competing roles, in a highly integrated & complementary way” Hooijberg & Quinn (1992). Behavioral complexity

“…leader effectiveness entails the mastery of countervailing behavior patterns“Zaccaro (2001). Nature of executive leadership

“…using opposing approaches, unrestricted by bias for one and prejudice against the other.” Kaplan & Kaiser (2006). The versatile leader

Assessment Behavioral content Measurement method Quantifying a higher-order concept

– integrating opposing scores

Behavior

Initiation ConsiderationAutocratic Participative

Task-oriented People-orientedTransactional Transformational

Short-term Long-termStability Change

Efficiency Innovation

Tough-Love

Practical-Vision

Short-term execution

Collaborative and supportiveSelf-assertive and directive

Implementation and Tactical DetailsEfficiency and Conservation

Stability and Reliability

Empowerment and DelegationDemocratic and ParticipativeSupportive and Considerate

Long-term strategyVision and Direction Setting

Growth and ExpansionInnovation and Adaptation

Interpersonal HowHow

OrganizationalWhatWhat

Management Management Realizing efficiency through

command and control

LeadershipLeadershipInspiring people with a

vision for change

Taking Charge and Initiative Autocratic and Decisive

Expectations and Accountability

Measurement 1-to-5 rating scales “Opposites” are positively related

Kaiser & Kaplan (2005). The folly of linear scales. Performance Appraisals: A Critical View

N = 493 executives People-oriented

Task

-orie

nted

People-oriented

Task

-orie

nted

1 2 3 4 5

12

34

5

People-oriented

Task

-orie

nted

People-oriented

Task

-orie

nted

People-oriented

Task

-orie

nted

People-oriented

Task

-orie

nted

1 2 3 4 51 2 3 4 5

12

34

5

r = +.49

Kaiser & Kaplan (2005). Overlooking overkill? Human Resources Planning Journal

- 4 - 3 - 2 - 1 0

Muchtoo little

Barelytoo little

Barelytoo much

Muchtoo much

- 4 - 3 - 2 - 1 0

Muchtoo little

Barelytoo little

Barelytoo much

Muchtoo much

Too little Too muchamountThe right

+1 +2 +3 +4

New response scale

-2 -1 0 +1 +2

EnablingToo little Too much

The right amountToo little Too much

The right amount

-2-1

0+

1+

2

Forc

eful

Too

little

Too

muc

hTh

e rig

ht

amou

ntTo

o lit

tleTo

o m

uch

The

right

am

ount

-2 -1 0 +1 +2



The right amount

-2-1

0+

1+

2

Forc

eful

Too

little

Too

muc

hTh

e rig

ht

amou

ntTo

o lit

tleTo

o m

uch

The

right

am

ount

r = -.59

-2 -1 0 +1 +2

OperationalToo little Too much


The right amount

-2-1

0+

1+

2

Str

ateg

icTo

o lit

tleTo

o m

uch

The

right

am

ount

Too

little

Too

muc

hTh

e rig

ht

amou

nt

-2 -1 0 +1 +2



The right amount

-2-1

0+

1+

2

Str

ateg

icTo

o lit

tleTo

o m

uch

The

right

am

ount

Too

little

Too

muc

hTh

e rig

ht

amou

nt

-2 -1 0 +1 +2



The right amount

-2-1

0+

1+

2

Str

ateg

icTo

o lit

tleTo

o m

uch

The

right

am

ount

Too

little

Too

muc

hTh

e rig

ht

amou

nt

r = -.21

N = 484 middle to senior managers

Polarity effect

-2 -1 0 +1 +2



The right amount

-2-1

0+

1+

2

Forc

eful

Too

little

Too

muc

hTh

e rig

ht

amou

ntTo

o lit

tleTo

o m

uch

The

right

am

ount

-2 -1 0 +1 +2



The right amount

-2-1

0+

1+

2

Forc

eful

Too

little

Too

muc

hTh

e rig

ht

amou

ntTo

o lit

tleTo

o m

uch

The

right

am

ount

r = -.59

r = +.49

People-oriented

Task

-orie

nted

People-oriented

Task

-orie

nted

1 2 3 4 5

12

34

5

People-oriented

Task

-orie

nted

People-oriented

Task

-orie

nted

People-oriented

Task

-orie

nted

People-oriented

Task

-orie

nted

1 2 3 4 51 2 3 4 5

12

34

5

r = +.49

Methods Matter

Integrating opposing scores

- 4 - 3 - 2 - 1 0

Muchtoo little

Barelytoo little

Barelytoo much

Muchtoo much

- 4 - 3 - 2 - 1 0

Muchtoo little

Barelytoo little

Barelytoo much

Muchtoo much


+1 +2 +3 +4

1 2 3 4 5not Once in Sometimes Fairly Frequently,

at all while often if not always

Different response scales, different methods


1-to-5 Ratings

Bobko & Schwartz (1984). Integrating related constructs. Journal of Personality Assessment

Integrative balance = [(k-1) – (|X – Y|)] * [(X + Y)/2]– X and Y are opposites to be integrated– X and Y are measured on a k-point scale

02.544.54

3.567.584.5

810.5127.54

13.51610.562.5

2013.583.50

1 2 3 4 5DIRECTIVE

12

34

5C

OLL

ABO

RATIV

E

20

16

0

0

4

8

12

“Too much/Too little” Ratings

Too LittleCOLLABORATIVE

Too MuchDIRECTIVE

Too LittleDIRECTIVE

Too MuchCOLLABORATIVE

+4+2

-2

-4

+4

+2

-2-4

+1

+3

-1

-3

-1-3 +3+1

A

B

C

Kaiser, Overfield, & Kaplan (2010). Leadership Versatility Index 3.0 Facilitator’s Guide

Too MuchDIRECTIVE

Too LittleDIRECTIVE

+4+2

-2

-4

+4

+2

-2-4

+1

+3

-1

-3

-1-3 +3+1

50%

75%

25%

100%75%Too LittleCOLLABORATIVE COLLABORATIVE

Too Much

Kaiser, Overfield, & Kaplan (2010). Leadership Versatility Index 3.0 Facilitator’s Guide

ForcefulForcefultaking the lead and pushing

for performance

EnablingEnablingcreating conditions for others

to lead and contribute

OperationalOperationalfocusing the organization on

the short term

StrategicStrategicpositioning the organization

for the future

- 4 - 3 - 2 - 1 0

Muchtoo little

Barelytoo little

Barelytoo much

Muchtoo much

- 4 - 3 - 2 - 1 0

Muchtoo little

Barelytoo little

Barelytoo much

Muchtoo much


+1 +2 +3 +4- 4 - 3 - 2 - 1 0

Muchtoo little

Barelytoo little

Barelytoo much

Muchtoo much

- 4 - 3 - 2 - 1 0

Muchtoo little

Barelytoo little

Barelytoo much

Muchtoo much


+1 +2 +3 +4

Copyright © 2006-2009. Kaplan DeVries Inc. All rights reserved.

Predicting effectiveness

Kaplan & Kaiser (2006). The Versatile Leader. Pfiefer/Wiley.

How You Lead

Operational Leadership

Enabling LeadershipForceful Leadership

focusing the organization onthe short term

creating conditions for others to lead and contribute

taking the lead and pushing for performance

What You Lead

OrderEfficiencyExecution

SupportsPushesListens/includesDeclares/decidesEmpowersTakes charge

•••

••••••

Strategic Leadershippositioning the organization

for the future

InnovationGrowthDirection

•••

Effectiveness indicators

Perceived overall effectivenessSingle-item rating on 10-pt scale, 5 = “adequate”, 10 = “outstanding”(peer ratings)

Team performanceVitality (subordinate ratings of morale, engagement, & cohesion)

Productivity (superior ratings of quantity, quality, & overall output)

Kaiser, Hogan, & Craig (2008). Leadership and the Fate of Organizations. American Psychologistologist

Research method 484 managers

126 GM or Executive 204 Functional head, Middle manager110 Manager or supervisor

44 did not indicate level

Mostly N. American (<20% EU, AP) Each rated by avg of 13 coworkers

2 Superiors5 Peers 6 Subordinates

MethodUse avg. All Coworker ratings of behavior to predict effectiveness

Peer ratings of Overall EffectivenessSubordinate ratings of Team VitalitySuperior ratings of Team Productivity

TeamVitality(subs)

Overall Effectiveness

(peers)

Team Productivity

(boss)

Forceful-EnablingVersatilityStrategic-Oper’lVersatility

Model RN = 484 middle to senior managers. Versatility based on average rating across all coworkers. Effectiveness based on peer ratings; Team Vitality based on subordinate ratings; Team Productivity based on superior ratings.

.30***

.38***

.64***

-.02

.38***

.36***

Flexibility & leader effectiveness

.32***

.16*

.46***

How

Wha

t

Copyright 2006-2009. Kaplan DeVries Inc. All rights reserved.

78%

Shortcoming Strength overused

-3 -2 -1 0 +1 +2 +3

Strength

YS

PD

YS

PD

Copyright 2006-2009. Kaplan DeVries Inc. All rights reserved.

Too little Too muchThe right amount

Too little Too muchThe right amount

1s. Thinks broadly—takes a big-picture perspective.

1o. Pays attention to detail—has a finger on the pulse of day-to-day activities.

Relative Advantages

Mastery of Opposites Reflects the tensions and

tradeoffs managers are familiar with

More highly related to leadership effectiveness

Behaviorally specific; more diagnostic value

Dovetails with theory— Situational (“when to do what”)— Developmental (Jung, Erickson)

Trait Approach Simple and intuitive,

familiar method Requires fewer items,

— esp. important if required to use elaborate competency model

Straight forward computation of scores (compared to “black box” in Mastery of Opposites methods)

Use existing tools based mastery of opposites

Apply methodology to existing competency models/360s

Create your own assessment protocol

Human RelationsHuman

RelationsOpen

SystemsOpen

Systems

Internal Processes

Internal Processes

Rational Goals

Rational Goals

Competency Model

1. Action -oriented

2. Team player

3. Visionary

4. Upward influence

5. Political savvy

6. Decisive

7. Drive for results

8. Customer focus

9. Delegation

10. Participative

11. Networking

12. Integrity

13. Sfds afsd fds

14. Dsfasdsd

15. Opeofweio

16. fsaopjojpldfopdpas

17. Upward influence

18. Political savvy

19. Delegation

20. Participative

21. Networking

22. Integrity

23. Visionary

24. Decisive

25. Action -oriented


27. Customer focus

28. Sfds afsd fds

29. Dsfasdsd

30. Opeofweio

31. Fjojpldfopdpas

32. Sadfasdlk

Competency Model

1. Drive for results-

2. Team player

3. Visionary

4. Upward influence

5. Political savvy

6. Decisive

7. Action-oriented

8. Customer focus

9. Delegation

10. Participative

11. Networking

12. Integrity

13. Mentoring

14. Coaching

15. Negotiation

16. Interpersonal skill

17. Resourcefulness

18. Public speaking

19. Business acumen

20. Empowering

21. Stress tolerance

22. Honesty

23. Master complexity

24. Manage self

25. Composure-

26. Emotional IQ

27. Learning agility

28. Diversity

29. Culturally Aware

30. Change agent

31. Courage

32. Creativity

Competency Model

1. Action -oriented

2. Team player

3. Visionary

4. Upward influence

5. Political savvy

6. Decisive


8. Customer focus

9. Delegation

10. Participative

11. Networking

12. Integrity

13. Sfds afsd fds

14. Dsfasdsd

15. Opeofweio

16. fsaopjojpldfopdpas

17. Upward influence

18. Political savvy

19. Delegation

20. Participative

21. Networking

22. Integrity

23. Visionary

24. Decisive

25. Action -oriented


27. Customer focus

28. Sfds afsd fds

29. Dsfasdsd

30. Opeofweio

31. Fjojpldfopdpas

32. Sadfasdlk

Competency Model

1. Drive for results-

2. Team player

3. Visionary

4. Upward influence

5. Political savvy

6. Decisive

7. Action-oriented

8. Customer focus

9. Delegation

10. Participative

11. Networking

12. Integrity

13. Mentoring

14. Coaching

15. Negotiation

16. Interpersonal skill

17. Resourcefulness

18. Public speaking

19. Business acumen

20. Empowering

21. Stress tolerance

22. Honesty

23. Master complexity

24. Manage self

25. Composure-

26. Emotional IQ

27. Learning agility

28. Diversity

29. Culturally Aware

30. Change agent

31. Courage

32. Creativity

Applications

Construct leadership models in terms of opposites

Cover interpersonal how and organizational what

Don’t assume “more is better”—assess for too little and too much

Start

Stop

Continue



Short-term execution

Collaborative and supportiveSelf-assertive and directive

Implementation and Tactical DetailsEfficiency and Conservation

Stability and Reliability

Empowerment and DelegationDemocratic and ParticipativeSupportive and Considerate

Long-term strategyVision and Direction Setting

Growth and ExpansionInnovation and Adaptation






command and control


command and control


vision for change


vision for change


vision for change

Taking Charge and Initiative Autocratic and Decisive

Expectations and Accountability

Create your own

“The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.“

F. Scott Fitzgerald"The Crack-Up" (1936)

Handouts available atHandouts available atwww.kaplandevries.comwww.kaplandevries.com

assessing and developing adaptable leaders for an...

Documents