psychometric property of build 567 leadership assessment

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Psychometric Property of BUILD 567 Leadership Assessment

© 2020 Fisher Leadership Initiative All Rights Reserved

Brutus Buckeye

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What’s included in this report: Executive Summary .................................................................... 3 Introduction to BUILD .................................................................. 5 Internal Consistency of BUILD .................................................... 6 Structure of BUILD ...................................................................... 6 Criterion-Related Validity ............................................................. 7 Norm Data................................................................................... 9 Conclusions ................................................................................ 9

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Execut ive Summary

The BUILD leadership assessment, developed and administered by the Fisher Leadership Initiative at The Ohio State University Max M. Fisher College of Business, is a comprehensive, evidence-based assessment that measures performance across 36 observable leadership skills.

The current report consists of psychometric analyses of BUILD assessment items based on a sample of 226 leaders. Sample characteristics included:

Frequency PercentAgriculture, Forestry, And Fishing 14 6.2%Construction 4 1.8%Manufacturing 22 9.7%Transportation, Communications, Electric, Gas, And Sanitary Services 10 4.4%Wholesale Trade 2 0.9%Retail Trade 9 4.0%Finance, Insurance, And Real Estate 22 9.7%Services 113 50.0%Public Administration 30 13.3%

Total 226 100.0%

Industry

Frequency PercentUpper Management 19 8.4%Middle Management 40 17.7%Lower Level Management 13 5.8%Professional 47 20.8%Consultant 18 8.0%Administrative Staff 23 10.2%Support Staff 14 6.2%Temporary Employee 13 5.8%Other 39 17.3%

Total 226 100.0%

Current PositionFrequency Percent

25 and below 43 19.0%26—30 32 14.2%31—35 36 15.9%36—40 42 18.6%41—45 34 15.0%46—50 17 7.5%51—60 17 7.5%61 and above 5 2.2%

Total 226 100.0%

Age Group

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Our analyses found that BUILD is a reliable and valid instrument to capture individual leadership competencies. Each BUILD competency and its subcomponents showed good internal consistency and strong measurement structure.

Consistent with research findings on self-other agreement, we found that leaders tend to give themselves lower leadership ratings than the ratings they receive from their raters. Furthermore, leaders’ self-awareness on each BUILD competency was found to be strong predictors of the criteria variables, such that leaders who are more self-aware consistently have higher effectiveness, satisfaction, and performance ratings than other who over-estimate themselves to a certain degree (results for severe under-estimators are inconclusive).

We didn’t find significant differences on BUILD competency scores among different industry groups. We will continue to collect data and monitor the overall leadership rating changes within different industries.

Frequency PercentMale 101 44.7%Female 125 55.3%Total 226 100.0%

Gender

Frequency PercentHigh School or equivalent 4 1.8%

Vocational/Technical School (2 year) 4 1.8%

Some College 22 9.7%

College Graduate (4 year) 92 40.7%

Master's Degree (MS) 56 24.8%

Doctoral Degree (PhD, MD, JD, etc.) 46 20.4%

Other ______ 2 0.9%

Total 226 100.0%

Education Hours Frequency Percent0-39 40 17.7%40-50 140 61.9%51+ 46 20.4%

Total 226 100.0%

Hours Worked Per Week

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Introduct ion to BUILD The BUILD leadership assessment, developed and administered by the Fisher Leadership Initiative at The Ohio State University Max M. Fisher College of Business, is a comprehensive, evidence-based assessment that measures performance across 36 observable leadership skills.

BUILD is designed with a 360° framework. This means self-ratings are combined with feedback from raters invited by the individual to produce a dynamic personalized leadership report.

The BUILD report is designed to help individuals understand their leadership competence – both from their perspective and that of others. The data provided in individual reports is specific to each person.

The current report is created based on a sample of 226 leaders from 7 industries, with an average of 4 to 5 years of leadership experience.

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Internal Consistency of BUILD

Internal consistency is the degree to which all items included in the measurement consistently measuring the same concept. Internal consistency is often measured with coefficient alpha, which ranges from .00, indicating no consistency among the items, to 1.00, which means that all items are measuring the exactly same concept (which also means some items may not be necessary because they are all the same). An alpha of .70 or higher is considered as good reliability.

Table 1 presented alphas for all BUILD competencies and the criteria variables used in the current study (leadership effectiveness, satisfaction with leader, and job performance). Most BUILD competencies showed great internal consistency among both the self-rated and rater-rated samples. The three pillars stewardship (αself = .94, αother = .98), relational skills (αself = .94, αother = .97), and self-leadership (αself = .94, αother = .97)1 all showed strong internal consistency. Similarly, all BUILD competencies within each pillar also showed high reliability (ranging from .72 to .88).

Structure of BUILD

Confirmatory Factor Analysis (CFA) was applied on the “other” data. A total of 907 raters’ ratings were used in the analyses. CFAs were ran separately for each BUILD competency (each with 2 sub-components) to ensure acceptable respondents to free parameter ratio (about 30 to 1); these large sample sizes can assure the stability of parameter estimates. Four fitness indexes were used to represent fit: root mean square error of approximation (RMSEA), comparative fit index (CFI), standardized root-mean-square-residual (SRMR), and goodness of fit index (GFI). RMSEA

1 Reliability coefficient is sensitive to the total number of items: the more items included in a measurement, the more likely the instrument will yield a higher reliability coefficient. The high reliability alpha for the three pillars can be the result of the large number of items reside in each pillar (60 items each).

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and SRMR values that are less than .08 represent good fitting models. CFI and GFI values greater than .90 are considered good fitting models.

Overall, the results of the CFA analyses (Table 2) suggest that structure for each BUILD competency fits the data. These results coupled with the reliability estimates suggest that the measurement properties of BUILD are reasonably strong.

Cri terion-Related Val idi ty

Criteria-related validity assesses whether or not the BUILD constructs relate to work-related criteria. Three criteria variables were used: leadership effectiveness, satisfaction with leader, and leader performance. All criteria were collected from the leaders’ supervisor, subordinates, and peers.

All criteria variables have good reliability (leadership effectiveness: α = .89; Satisfaction: α = .88; Performance: α = .83; N = 905). Consistent with previous research, self-rated leadership behaviors were not related to all criteria variables (e.g., Bass & Yammarino, 1991)2, while the raters’ ratings of BUILD competencies were found to be strongly positively related to effectiveness, satisfaction and performance (Table 3).

We believe that some leadership activities are not easily observed by others. Therefore, it is also important for us to have a balanced view of a leaders’ key behaviors – specifically between how leaders view themselves and how they are assessed by others. We combined the self and raters’ ratings and examined the strength of the relationship between the combined competency scores and the criteria variables. As a result, all BUILD competencies are strongly related to leadership effectiveness, satisfaction with leader, and job performance. Criteria validity for different 2 Bass, B.M., & Yammarino, F.J. (1991). Congruence of self and others’ leadership ratings of naval officers for understanding successful performance. Applied Psychology: An International Review, 40, 437-454.

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BUILD competencies from different sources (self, other, self-other combined) can all be found in Table 3.

Self-Other Rating Dif ferences

Table 4 showed the average self and other ratings for all BUILD competencies. The differences between self and other ratings are also compared using Cohen’s d. A Cohen’s d that is between .40 and .80 indicates a moderate amount of difference, where d less than .40 indicates very small difference. A Cohen’s d that is above .80 indicates large difference between the self-other ratings, which is the case for most BUILD competencies.

Overall, leaders tend to rate themselves lower on most competencies when compared to the average ratings they receive from their raters. Research shows that managers tend to rate themselves more modestly and accurately when in research-based settings (because they expect a validation of their ratings).3

Meanwhile, we examined how self-other agreement on BUILD competencies can affect a leader’s ratings on effectiveness, satisfaction, and performance. Research studies have provided strong support on the effect of a leader’s self-awareness, such that comparing to leaders who tend to overate themselves, self-aware leaders tend to receive higher leadership effectiveness ratings from others (results for leaders who underestimate themselves are inconclusive).4

We ran T-tests on effectiveness, satisfaction, and performance differences between self-aware and over estimator groups for each BUILD competency. Results showed that self-other agreement on most of the

3 Heidemeier, H., & Moser, K. (2009). Self–other agreement in job performance ratings: A meta-analytic test of a process model. Journal of Applied Psychology, 94, 353−370. 4 Fleenor, J.W., Smither, J.W., Atwater, L.E., Braddy, P.W., & Sturm, R.E. (2010). Self-other rating agreement in leadership: A review. The Leadership Quarterly, 21, 1005-1034.

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BUILD competencies serve as strong predictors of leaders’ ratings on leadership effectiveness, satisfaction with the leader, and job performance, such that leaders’ who are more self-aware5 have higher ratings on the criteria variables when compared to those who overrated themselves on BUILD competencies (Table 5).

Norm Data

More data were added later on in order to provide an updated BUILD norm based on industries. A total of 524 leaders data were used to construct the norm table.

Table 6 showed descriptive statistics for different BUILD competencies for different industries. Seven industry groups were included in the analyses. These groups are: agriculture; manufacture; transportation and communication; trade and retail; finance and insurance and real estate; services (including education); and public administration. No significant competency score difference was found among different industries.

Conclusions

Results of psychometric analyses revealed that BUILD is an instrument with good internal consistency, good factor structure, and can predict a leader’s leadership effectiveness, raters’ satisfaction with the leader, and overall job performance. Further, as a 360 degree leadership measurement, self-other agreement on BUILD was also found to predict a leader’s leadership effectiveness, raters’ satisfaction with the leader, and their overall job performance.

The psychometric properties of BUILD is relatively strong, which suggests that BUILD is appropriate for serving as a 360 feedback giving tool during

5 Leaders who are more self-aware are those whose self-other difference score is within ± 1.5SD of self-other score difference of each BUILD competency.

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the process of leadership development. However, the BUILD assessment was only designed for feedback seeking and individual development. Moreover, the nature of a 5 point Likert scale can be prone to cheating and faking if used for selection, where assessment takers will simply rate themselves higher on the items. Therefore, the Fisher Leadership Initiative team does not suggest using BUILD for selection, promotion, termination, or other high stakes decisions.

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Table 1. Reliabil i ty / Internal Consistency Indexes for BUILD Competencies

BUILD Competencies and Skills Self Others Stewardship .94 .98 Vision .72 .89 Developing Foresight .66 .84 Value-Based Leadership .73 .85

Wisdom .83 .93 Discernment .80 .91 Kairos Time .79 .93

Strategic Planning .81 .88 Adaptive Thinking .75 .85 Integration and Control .76 .83

Diplomacy .85 .90 Boundary Spanning .77 .87 Building Social Capital .89 .90

Change Agent .78 .93 Empowerment .74 .94 Intellectual Stimulation .78 .89

Responsibility .85 .91 Virtuous Leadership .84 .93 Fostering Ethical Culture .85 .89 Relational Skills .94 .97

Developing Others/Mentoring .85 .89 Coaching .86 .89 Mentoring .80 .77

Managing Others .79 .80 Enforcing and Communicating Policies .69 .67 Initiating Structure .75 .86

Decision-Making .81 .90 Participative Decision-Making .80 .86 Information Integration .77 .93

Communication .86 .92 Persuasiveness .92 .91 Effective Listening .85 .88

Resolving Conflict .88 .88 Creating Compromise & Building Consensus .78 .85 Formulating Solutions .84 .88

Ethical Conduct .74 .92 Trustworthiness .69 .91 Fairness .56 .89

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Table 1. Reliabil i ty / Internal Consistency Indexes for BUILD Competencies

BUILD Competencies and Skills Self Others Self-Leadership .94 .97

Self-Awareness .84 .77 Knowledge of Strengths and Weakness .78 .92 Values Clarification .81 .59

Emotional Intelligence .78 .85 Appraisal and Regulation of Emotions .86 .94 Using Emotions to Facilitate Performance .85 .71

Self-Control & Management .82 .93 Self-Regulation .75 .94 Self-Discipline .81 .87

Social Responsibility .85 .94 Consideration for Others .77 .91 Consideration for the Community .87 .91

Intrinsic Motivation .85 .89 Self-Determination .84 .92 Competence .87 .84

Character Development .79 .93 Integrity .68 .92 Ethical Decision-Making .68 .91

Note: Competencies with reliability indexes above .07 are seen as having good reliability.

Criteria Variables Self Others Leadership Effectiveness -- .89 Satisfaction with Leader -- .88 Job Performance -- .83

Note: Competencies with reliability indexes above .07 are seen as having good reliability.

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Table 2. Structure of BUILD: Results of CFA Analyses on Indiv idual BUILD Competencies

Note: RMSEA and SRMR values that are less than .08 represent good fitting models. CFI and GFI values greater than .90 are considered good fitting models.

Competency Model N Χ2 df RMSEA CFI SRMR GFI Stewardship

Vision 907 471.39 34 .12 .90 .07 .90 Wisdom 907 329.63 34 .10 .96 .04 .93 Strategic Planning 907 819.56 34 .16 .85 .10 .82 Diplomacy 907 332.45 34 .10 .95 .05 .93 Change Agent 907 477.28 34 .12 .94 .05 .90 Responsibility 907 377.1 34 .11 .95 .04 .92

Relational Skills Developing Others 907 289.77 34 .09 .95 .06 .94 Managing Others 907 220.91 34 .08 .95 .06 .95 Decision-Making 907 381.95 34 .11 .94 .05 .92 Communication 907 575.70 34 .13 .92 .08 .88 Resolving Conflict 907 666.54 34 .14 .87 .06 .87 Ethical Conduct 907 165.98 34 .07 .98 .03 .96

Self-Leadership Self-Awareness 907 279.02 34 .09 .95 .05 .94 Emotional Intelligence 907 628.27 34 .14 .90 .16 .87 Self-Control & Management 907 256.60 34 .09 .97 .04 .94 Social Responsibility 907 445.62 34 .12 .94 .04 .90 Intrinsic Motivation 907 383.46 34 .11 .94 .07 .92 Character Development 907 223.05 34 .08 .97 .03 .95

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Table 3. Cr i ter ia Validi ty of BUILD Competencies by Rat ing Sources

Raters’ Ratings Self Ratings Self-Other Combination

BUILD Competencies and Skills

Leadership Effectiveness

Satisfaction with Leader

Job Performance



Job Performance



Job Performance

Stewardship .77 .73 .48 .08 .15 .06 0.54 0.57 0.35

Vision .75 .71 .43 .09 .12 .05 0.51 0.51 0.29 Developing Foresight .66 .60 .25 .09 .11 .06 0.46 0.43 0.19 Value-Based Leadership .65 .64 .51 .06 .09 .02 0.41 0.43 0.30 Wisdom .68 .60 .45 .04 .06 .02 0.51 0.47 0.33 Discernment .52 .50 .38 .00 .03 .03 0.34 0.35 0.27 Kairos Time .69 .58 .42 .07 .08 -.01 0.54 0.46 0.29 Strategic Planning .61 .56 .41 .05 .14 -.04 0.43 0.46 0.23 Adaptive Thinking .61 .53 .34 .05 .14 -.10 0.44 0.45 0.16 Integration and Control .44 .44 .37 .05 .10 .04 0.31 0.35 0.26 Diplomacy .63 .67 .49 .12 .12 .10 0.42 0.44 0.33 Boundary Spanning .47 .50 .45 .06 .11 .17 0.31 0.36 0.38 Building Social Capital .62 .67 .40 .13 .09 .02 0.41 0.40 0.21 Change Agent .68 .68 .43 -.03 .06 -.03 0.45 0.50 0.27 Empowerment .59 .58 .36 -.02 .02 -.06 0.41 0.42 0.21 Intellectual Stimulation .63 .64 .41 -.03 .07 .01 0.36 0.43 0.25 Responsibility .68 .64 .31 .07 .15 .13 0.41 0.46 0.27 Virtuous Leadership .57 .47 .17 .07 .17 .07 0.38 0.41 0.16 Fostering Ethical Culture .60 .64 .38 .05 .09 .13 0.32 0.37 0.29

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Job Performance



Job Performance



Job Performance

Relational Skills .73 .75 .51 .07 .10 .04 0.52 0.55 0.35

Developing Others .64 .70 .46 .06 .12 .04 0.37 0.46 0.27 Coaching .56 .60 .37 .05 .08 .10 0.35 0.40 0.28 Mentoring .59 .67 .48 .05 .12 -.02 0.28 0.38 0.18 Managing Others .64 .64 .50 .04 .03 .02 0.33 0.33 0.25 Enforcing and Communicating Policies .42 .50 .42 -.01 .00 -.05 0.20 0.25 0.16

Initiating Structure .60 .54 .39 .08 .05 .09 0.36 0.31 0.26 Decision-Making .60 .67 .40 .04 .04 -.01 0.45 0.49 0.26 Participative Decision-Making .59 .61 .43 .06 .07 -.01 0.36 0.37 0.22 Information Integration .47 .55 .28 .01 -.01 -.01 0.40 0.46 0.23 Communication .63 .59 .39 .08 .06 -.02 0.45 0.41 0.23 Persuasiveness .48 .46 .25 .07 .02 -.03 0.34 0.28 0.12 Effective Listening .67 .61 .48 .06 .09 .01 0.41 0.40 0.26 Resolving Conflict .63 .64 .48 .05 .10 .05 0.40 0.44 0.31 Creating Compromise & Building Consensus .50 .46 .50 .04 .06 .03 0.35 0.35 0.35

Formulating Solutions .60 .65 .32 .04 .11 .05 0.36 0.44 0.21 Ethical Conduct .60 .61 .38 .06 .08 .09 0.50 0.52 0.35 Trustworthiness .55 .56 .32 .10 .08 .10 0.48 0.48 0.31 Fairness .57 .57 .38 .00 .05 .06 0.43 0.46 0.32

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Job Performance



Job Performance



Job Performance

Self-Leadership .74 .74 .46 .09 .15 .07 0.54 0.58 0.35

Self-Awareness .49 .41 .46 .03 .03 -.02 0.26 0.21 0.20 Knowledge of Strengths and Weakness .42 .31 .36 .03 .03 -.03 0.25 0.19 0.17

Values Clarification .32 .30 .33 .02 .01 .00 0.17 0.16 0.16 Emotional Intelligence .59 .60 .47 .16 .25 .07 0.47 0.54 0.33 Appraisal and Regulation of Emotions .57 .57 .42 .12 .20 .09 0.40 0.47 0.30

Using Emotions to Facilitate Performance .40 .41 .35 .12 .16 .01 0.32 0.36 0.20

Self-Control & Management .65 .64 .42 .02 .05 .00 0.43 0.44 0.27 Self-Regulation .60 .64 .46 .04 .03 -.06 0.44 0.45 0.27 Self-Discipline .60 .54 .32 .00 .05 .05 0.33 0.34 0.22 Social Responsibility .65 .66 .34 .10 .19 .05 0.45 0.52 0.23 Consideration for Others .68 .68 .34 .10 .19 .09 0.47 0.54 0.27 Consideration for the Community .55 .57 .30 .08 .14 .01 0.35 0.41 0.16

Intrinsic Motivation .64 .67 .27 .10 .18 .16 0.49 0.56 0.30 Self-Determination .66 .62 .30 .06 .11 .09 0.46 0.47 0.26 Competence .44 .54 .17 .12 .20 .19 0.37 0.50 0.25 Character Development .70 .70 .42 -.04 -.04 .06 0.48 0.48 0.34 Integrity .64 .66 .39 .02 .03 .10 0.44 0.46 0.33 Ethical Decision-Making .65 .63 .38 -.08 -.10 .01 0.44 0.41 0.29

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Table 4. An Examination of Self -Other Rating Di f ferences

BUILD Competencies and Skills Self-Mean Self-SD Other-Mean Other-SD Cohen's d

Stewardship 3.92 .35 4.16 .35 .67

Vision 3.95 .48 4.02 .41 .14 Developing Foresight 4.17 .50 4.41 .36 .56 Value-Based Leadership 3.94 .40 4.19 .44 .59 Wisdom 4.07 .51 4.22 .48 .31 Discernment 3.82 .46 4.17 .51 .72 Kairos Time 3.88 .47 3.82 .43 -.14 Strategic Planning 3.81 .57 3.61 .55 -.35 Adaptive Thinking 3.96 .51 4.03 .44 .14 Integration and Control 3.91 .56 4.27 .40 .73 Diplomacy 3.87 .57 4.24 .46 .72 Boundary Spanning 3.96 .76 4.30 .46 .54 Building Social Capital 3.91 .42 4.23 .40 .80 Change Agent 3.79 .49 4.12 .49 .66 Empowerment 4.02 .53 4.35 .40 .70 Intellectual Stimulation 3.82 .56 4.21 .37 .83 Responsibility 3.84 .66 4.09 .46 .44 Virtuous Leadership 3.80 .68 4.34 .40 .96 Fostering Ethical Culture 3.96 .33 4.28 .30 1.02

Note: The absolute value of Cohen’s d above .8 shows large difference, .8< and > .4 shows moderate difference, and .2< shows small difference.

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Relational Skills 3.68 .52 4.31 .33 1.45

Developing Others/Mentoring 3.94 .59 4.12 .41 .37 Coaching 3.43 .66 4.49 .31 2.07 Mentoring 3.80 .50 4.38 .29 1.42 Managing Others 3.66 .57 4.50 .33 1.82 Enforcing and Communicating Policies 3.95 .60 4.26 .38 .63 Initiating Structure 4.16 .39 4.23 .37 .18 Decision-Making 4.24 .50 4.48 .31 .57 Participative Decision-Making 4.07 .46 3.98 .56 -.19 Information Integration 3.81 .49 4.30 .37 1.11 Communication 3.55 .66 4.20 .44 1.16 Persuasiveness 4.07 .57 4.40 .38 .66 Effective Listening 3.89 .50 4.29 .36 .90 Resolving Conflict 3.93 .52 4.19 .43 .56 Creating Compromise & Building Consensus 3.86 .59 4.38 .40 1.03 Formulating Solutions 4.38 .34 4.17 .42 -.56 Ethical Conduct 4.38 .39 4.12 .51 -.57 Trustworthiness 4.39 .39 4.23 .41 -.42 Fairness 4.05 .34 4.28 .31 .71


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Self-Leadership 4.10 .46 4.51 .25 1.09

Self-Awareness 3.97 .54 4.38 .35 .91 Knowledge of Strengths and Weakness 4.23 .54 4.63 .32 .91 Values Clarification 3.84 .44 4.47 .32 1.64 Emotional Intelligence 3.89 .59 4.37 .42 .93 Appraisal and Regulation of Emotions 3.78 .57 4.56 .37 1.62 Using Emotions to Facilitate Performance 3.86 .45 4.19 .38 .81 Self-Control & Management 4.06 .46 4.23 .41 .38 Self-Regulation 3.65 .61 4.16 .42 .97 Self-Discipline 3.96 .52 4.21 .41 .53 Social Responsibility 4.26 .47 4.26 .41 .00 Consideration for Others 3.66 .73 4.15 .46 .81 Consideration for the Community 3.99 .46 4.17 .39 .41 Intrinsic Motivation 3.90 .56 4.35 .47 .87 Self-Determination 4.09 .53 3.98 .42 -.22 Competence 4.52 .41 4.11 .44 -.97 Character Development 4.58 .46 4.28 .42 -.69 Integrity 4.47 .47 3.95 .53 -1.04 Ethical Decision-Making 3.92 .35 4.16 .35 .67


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Table 5. The Impact of Leader Self -Awareness on Cr iter ia Variables

BUILD Competencies Self-Aware Mean

Over Estimator Mean

Mean Difference t df Sig


Stewardship 4.32 3.78 .54 4.56 213 .000 Vision 4.35 3.59 .77 6.90 212 .000 Wisdom 4.33 3.71 .62 5.04 211 .000 Strategic Planning 4.32 3.81 .51 3.89 210 .000 Diplomacy 4.32 3.91 .42 3.39 210 .001 Change Agent 4.34 3.74 .61 5.92 211 .000 Responsibility 4.33 3.78 .55 4.52 209 .000

Relational Skills 4.32 3.86 .46 3.89 209 .000 Developing Others/Mentoring 4.32 4.05 .27 2.32 210 .021 Managing Others 4.34 3.79 .55 4.73 212 .000 Decision-Making 4.30 4.12 .18 1.46 211 .146 Communication 4.32 4.82 .49 3.56 211 .000 Resolving Conflict 4.32 3.85 .46 3.72 209 .000 Ethical Conduct 4.33 3.78 .55 4.4 215 .000

Self-Leadership 4.33 3.79 .54 4.99 210 .000 Self-Awareness 4.33 4.05 .29 2.61 213 .010 Emotional Intelligence 4.34 3.98 .36 4.05 23.03 .001 Self-Control & Management 4.34 3.83 .51 4.98 214 .000 Social Responsibility 4.34 3.86 .48 4.40 214 .000 Intrinsic Motivation 4.33 3.97 .36 3.71 17.97 .002 Character Development 4.33 3.63 .70 6.23 208 .000

Note: A significance value below .05 shows significant difference in effectiveness, satisfaction, and performance between self-aware leaders and over estimators. Leaders who are more self-aware are those whose self-other difference score is within ± 1.5SD of self-other score difference of each BUILD competency.

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Over Estimator Mean




Relational Skills 4.34 3.78 .59 5.05 209 .000 Developing Others 4.37 4.05 .31 2.70 210 .007 Managing Others 4.38 3.84 .54 4.62 212 .000 Decision-Making 4.36 4.00 .36 2.97 211 .003 Communication 4.36 3.85 .51 3.69 211 .000 Resolving Conflict 4.37 3.99 .38 2.93 209 .004 Ethical Conduct 4.38 3.71 .67 5.43 215 .000

Self-Leadership 4.39 3.81 .57 5.29 210 .000 Self-Awareness 4.38 4.13 .26 2.35 213 .020 Emotional Intelligence 4.37 4.17 .20 1.75 214 .081 Self-Control & Management 4.39 3.89 .49 4.80 214 .000 Social Responsibility 4.38 3.91 .47 4.30 214 .000 Intrinsic Motivation 4.37 4.15 .22 1.72 212 .087 Character Development 4.39 3.47 .92 8.63 208 .000


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Over Estimator Mean


Performance


Relational Skills 4.68 4.33 .35 3.40 209 .001 Developing Others 4.68 4.45 .24 2.40 210 .019 Managing Others 4.69 4.24 .45 4.48 212 .000 Decision-Making 4.68 4.41 .27 2.60 211 .011 Communication 4.67 4.32 .35 2.98 211 .003 Resolving Conflict 4.67 4.36 .31 2.84 209 .005 Ethical Conduct 4.68 4.41 .27 2.38 215 .018

Self-Leadership 4.68 4.47 .21 2.10 210 .040 Self-Awareness 4.69 4.49 .20 2.12 213 .035 Emotional Intelligence 4.68 4.53 .15 1.53 214 .127 Self-Control & Management 4.68 4.48 .20 2.21 214 .028 Social Responsibility 4.67 4.58 .09 .93 214 .355 Intrinsic Motivation 4.66 4.81 -.15 -2.20 20.73 .039 Character Development 4.69 4.35 .33 3.23 208 .001


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Table 6. Norm Data by Industry

BUILD Competencies Agriculture Manufacture

Transportation &

Communication

Trade & Retail

Finance, Insurance,

& Real Estate

Services Public Admin Overall

Self Other Self Other Self Other Self Other Self Other Self Other Self Other Self Other

Stewardship 3.98 4.16 3.87 3.98 3.89 4.05 3.89 4.34 3.92 4.16 3.92 4.11 3.91 4.18 3.91 4.12

Vision 4.15 4.29 4.04 4.06 3.98 4.10 4.04 4.32 4.04 4.21 4.05 4.18 3.99 4.23 4.04 4.18 Developing Foresight 3.98 4.10 3.90 3.85 3.79 3.83 3.91 4.12 3.93 4.00 3.93 3.97 3.87 4.03 3.91 3.98

Value-Based Leadership 4.32 4.48 4.17 4.27 4.16 4.36 4.17 4.52 4.14 4.42 4.18 4.39 4.10 4.43 4.16 4.39

Wisdom 4.00 4.14 3.88 4.00 3.89 4.06 3.94 4.38 3.92 4.23 3.96 4.14 3.87 4.17 3.93 4.15 Discernment 4.13 4.35 3.97 3.97 4.03 4.12 4.05 4.29 4.04 4.26 4.10 4.17 3.96 4.14 4.05 4.17 Kairos Time 3.86 3.93 3.78 4.03 3.75 3.99 3.82 4.46 3.80 4.19 3.82 4.12 3.79 4.20 3.80 4.13 Strategic Planning 3.93 3.85 3.86 3.66 3.88 3.66 3.97 4.01 3.87 3.78 3.84 3.79 3.86 3.88 3.86 3.79 Adaptive Thinking 3.90 3.56 3.81 3.40 3.83 3.39 3.92 3.76 3.78 3.57 3.75 3.59 3.79 3.71 3.79 3.58 Integration and Control 3.95 4.13 3.92 3.92 3.93 3.94 4.02 4.26 3.96 3.99 3.92 3.99 3.92 4.05 3.93 4.00

Diplomacy 3.97 4.29 3.82 4.12 3.85 4.17 3.84 4.44 3.88 4.29 3.95 4.22 3.98 4.33 3.91 4.25 Boundary Spanning 4.07 4.23 3.68 4.10 3.69 4.18 3.79 4.44 3.85 4.28 3.89 4.18 3.87 4.30 3.85 4.21 Building Social Capital 3.86 4.34 3.96 4.14 4.00 4.17 3.89 4.43 3.91 4.30 4.00 4.27 4.08 4.36 3.98 4.28

Change Agent 4.02 4.20 3.88 4.05 3.90 4.15 3.74 4.45 3.96 4.23 3.89 4.18 3.92 4.23 3.90 4.19 Empowerment 4.00 4.04 3.80 3.97 3.75 3.96 3.78 4.41 3.87 4.11 3.78 4.03 3.78 4.11 3.81 4.06 Intellectual Stimulation 4.04 4.36 3.97 4.14 4.06 4.33 3.69 4.49 4.04 4.35 4.00 4.33 4.05 4.35 4.00 4.33

Responsibility 3.85 4.19 3.73 4.00 3.87 4.15 3.79 4.42 3.87 4.21 3.82 4.16 3.85 4.23 3.82 4.17 Virtuous Leadership 3.73 4.12 3.81 3.79 3.85 3.98 3.83 4.28 3.82 4.10 3.82 4.01 3.89 4.12 3.83 4.03 Fostering Ethical Culture 3.96 4.26 3.66 4.20 3.90 4.32 3.75 4.57 3.92 4.32 3.81 4.32 3.82 4.35 3.82 4.32

24


BUILD Competencies Agriculture Manufacture

Transportation &

Communication Trade & Retail

Finance, Insurance,

& Real Estate


Relational Skills 3.94 4.31 3.93 4.15 3.93 4.21 3.87 4.43 3.95 4.29 3.92 4.26 3.91 4.28 3.92 4.26

Developing Others/Mentoring 3.66 4.40 3.68 4.16 3.71 4.28 3.63 4.48 3.68 4.28 3.63 4.27 3.73 4.28 3.66 4.28

Coaching 3.85 4.20 3.96 3.95 3.89 4.06 3.88 4.29 3.96 4.05 3.91 4.10 3.91 4.08 3.92 4.08 Mentoring 3.46 4.59 3.39 4.38 3.53 4.49 3.38 4.68 3.41 4.51 3.34 4.45 3.54 4.48 3.40 4.48 Managing Others 3.78 4.35 3.83 4.28 3.80 4.42 3.75 4.53 3.85 4.39 3.75 4.36 3.74 4.35 3.78 4.36 Enforcing and Communicating Policies

3.74 4.55 3.72 4.44 3.63 4.60 3.52 4.68 3.69 4.48 3.63 4.48 3.56 4.46 3.64 4.49

Initiating Structure 3.81 4.15 3.95 4.11 3.96 4.23 3.98 4.38 4.02 4.29 3.88 4.25 3.92 4.23 3.92 4.24 Decision-Making 4.21 4.21 4.11 4.10 4.10 4.15 3.90 4.40 4.12 4.25 4.12 4.21 4.12 4.25 4.11 4.21 Participative Decision-Making 4.32 4.59 4.21 4.32 4.17 4.44 3.99 4.63 4.24 4.48 4.18 4.44 4.15 4.47 4.19 4.45

Information Integration 4.10 3.83 4.00 3.88 4.04 3.85 3.82 4.16 3.99 4.01 4.06 3.99 4.09 4.03 4.04 3.98

Communication 3.88 4.30 3.77 4.17 3.74 4.22 3.83 4.39 3.85 4.30 3.78 4.28 3.80 4.26 3.80 4.27 Persuasiveness 3.69 4.14 3.51 4.08 3.51 4.15 3.61 4.28 3.64 4.20 3.49 4.19 3.60 4.18 3.55 4.18 Effective Listening 4.07 4.46 4.04 4.27 3.97 4.29 4.05 4.51 4.05 4.39 4.08 4.37 3.99 4.34 4.05 4.37 Resolving Conflict 3.81 4.27 3.82 4.19 3.90 4.22 3.88 4.45 3.86 4.35 3.86 4.25 3.81 4.29 3.85 4.27 Creating Compromise & Building Consensus

3.94 4.18 3.85 4.07 3.88 4.12 3.93 4.41 3.90 4.24 3.91 4.14 3.82 4.20 3.89 4.17

Formulating Solutions 3.68 4.35 3.79 4.32 3.91 4.33 3.84 4.49 3.82 4.45 3.80 4.36 3.79 4.38 3.80 4.37

Ethical Conduct 4.31 4.32 4.37 4.02 4.33 4.00 4.24 4.33 4.33 4.17 4.37 4.15 4.29 4.23 4.34 4.16 Trustworthiness 4.29 4.28 4.30 3.97 4.28 3.92 4.28 4.31 4.32 4.14 4.34 4.09 4.29 4.23 4.32 4.11 Fairness 4.32 4.35 4.43 4.07 4.38 4.07 4.20 4.35 4.34 4.20 4.41 4.21 4.29 4.23 4.37 4.20

25


BUILD Competencies Agriculture Manufacture Transportation

& Communication

Trade & Retail

Finance, Insurance, & Real Estate


Self-Leadership 4.02 4.28 4.04 4.15 4.03 4.25 3.93 4.44 4.06 4.28 4.05 4.25 4.03 4.28 4.04 4.26

Self-Awareness 4.14 4.54 4.08 4.41 4.00 4.50 3.98 4.59 4.15 4.50 4.08 4.48 4.05 4.50 4.08 4.49 Knowledge of Strengths and Weakness

3.93 4.32 3.94 4.25 3.85 4.25 3.93 4.45 4.04 4.37 3.90 4.36 3.93 4.35 3.93 4.35

Values Clarification 4.35 4.76 4.23 4.58 4.15 4.74 4.04 4.73 4.25 4.63 4.26 4.61 4.18 4.65 4.23 4.63 Emotional Intelligence 3.70 4.51 3.80 4.37 3.83 4.49 3.70 4.59 3.81 4.47 3.88 4.44 3.78 4.49 3.83 4.46

Appraisal and Regulation of Emotions 3.62 4.42 3.80 4.20 3.96 4.36 3.71 4.52 3.93 4.38 3.94 4.33 3.90 4.38 3.89 4.34

Using Emotions to Facilitate Performance 3.77 4.60 3.80 4.54 3.70 4.62 3.68 4.65 3.69 4.55 3.81 4.56 3.67 4.60 3.76 4.57

Self-Control & Management 3.81 4.12 3.91 4.03 3.82 4.10 3.77 4.38 3.88 4.18 3.82 4.16 3.85 4.16 3.84 4.16

Self-Regulation 4.01 4.22 4.11 4.06 4.05 4.14 3.97 4.44 4.05 4.21 4.03 4.20 4.04 4.21 4.04 4.20 Self-Discipline 3.60 4.02 3.71 4.00 3.59 4.07 3.57 4.32 3.71 4.16 3.61 4.12 3.66 4.11 3.64 4.12 Social Responsibility 3.90 4.21 3.89 4.02 3.89 4.20 3.84 4.43 3.97 4.18 3.96 4.18 4.03 4.24 3.95 4.19 Consideration for Others 4.02 4.23 4.21 4.09 4.14 4.24 4.22 4.49 4.25 4.24 4.27 4.23 4.21 4.27 4.23 4.23

Consideration for the Community 3.78 4.20 3.58 3.97 3.64 4.18 3.45 4.38 3.68 4.14 3.65 4.14 3.85 4.21 3.66 4.14

Intrinsic Motivation 3.96 4.21 3.97 4.06 4.02 4.17 3.84 4.32 4.04 4.17 3.98 4.15 4.02 4.14 3.99 4.15 Self-Determination 3.97 4.33 3.86 4.19 3.85 4.41 3.76 4.48 3.85 4.38 3.88 4.34 3.93 4.36 3.87 4.34 Competence 3.94 4.09 4.08 3.94 4.19 3.93 3.91 4.16 4.22 3.96 4.08 3.96 4.12 3.92 4.10 3.96 Character Development 4.62 4.09 4.59 3.99 4.60 4.06 4.44 4.32 4.52 4.15 4.58 4.09 4.41 4.13 4.55 4.10

Integrity 4.69 4.23 4.63 4.11 4.68 4.24 4.48 4.45 4.60 4.33 4.66 4.24 4.49 4.23 4.62 4.25 Ethical Decision-Making 4.55 3.95 4.56 3.87 4.52 3.88 4.40 4.19 4.44 3.97 4.50 3.94 4.34 4.02 4.47 3.96

psychometric property of build 567 leadership assessment

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