white paper shlcorporate leadership model

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.

white paper shlcorporate leadership model

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