Understanding and Interpreting the Transformational Leadership Questionnaire

1. Understanding and Interpreting the Transformational Leadership Questionnaire Kenneth M. Nowack, Ph.D. 3435 Ocean Park Blvd, Suite 203  Santa Monica, CA 90405 (310) 452-5130  (310) 450-0548 Fax www.envisialearning.com ken@envisialearning.com

2. Transformational Leadership QuestionnairePresentation Outline • Transformational Leadership Questionnaire Online Process • Understanding and Using Your Transformational Leadership Questionnaire Results • Translating Awareness into Behavior Change: Talent Accelerator • Next Steps/Questions

3. “There are three things extremely hard: steel, a diamond and to know one’s self.” Benjamin Franklin, 1750

4. Johari Window Public Blind Spot You Know About Me Private Unknown You Don’t Know About Me I Don’t know About Myself I know About Myself

5. Introduction to Transformational Leadership Questionnaire

6. Transformational Leadership Painting a Picture Intellectual Stimulation Treating People as Individuals Career Development Transformational Leadership Questionnaire Transactional Leadership • Goal Setting • Performance Monitoring and Control • Providing Feedback

7. Transformational Leadership Questionnaire Features • Measures 7 Competencies Focusing on Transformational and Transactional Leadership • 49 Behavioral Questions • Online Administration • Developed based on transformational leadership models of Burns (1978) and Bass (1985) • Comprehensive Summary Feedback Report

8. Transformational Leadership Questionnaire Online Process

12. Interpreting Your Transformational Leadership Questionnaire Feedback Report

13. Emotional Reactions to Feedback: GRASP Model Grin or Grimace Recognize or Reject Act or Accept Strategize & Partner Emotional Reaction Cognitive Reaction Commitment Reaction Behavioral Reaction

14. Transformational Leadership Questionnaire Report • Transformational Leadership Questionnaire (TLQ360) Competency Definitions and Conceptual Model • TLQ360 Overall Competency Graphs (self and other comparisons) • Most Frequent/Least Frequent Behavior Summary • Summary of Average Scores by Rater Category with Statistical Measure of Rater Agreement • Written Comments by Raters • Developmental Action Plan

15. Confidentiality of the 360 Feedback Process KEY POINTS • All raters are anonymous except for the “manager” • Online administration uses passwords to protect confidentiality (Internet administration) • No line or bar graphs are shown unless at least two raters respond in a rater category (anonymity protection) • The summary feedback report is shared only with the respondent and is intended for development purposes only • The respondent decides how much of the summary feedback report he/she wants to share with others

16. Self-Other Perceptions: What Are Others Really Rating? Performance BOSS Derailment Factors (EI) REPORTS Leadership Potential PEERS

17. Feedback Report Components • Self-Other Comparisons • Graphical Comparisons “Johari Window” • Most and Least Frequently Observed Behaviors • Summary of Average Scores • Statistical Measure of Rater Agreement • Written Comments

18. Transformational Leadership Questionnaire Invited Raters Page

19. Transformational Leadership QuestionnaireGraphs Self-Other Perceptions KEY POINTS • Transformational Leadership Questionnaire uses average scores based on the 1 to 7 frequency scale • The bar graphs summarize self and other perceptions on each of the 20 separate MV360 competencies • The legend to the right of the graph will summarize average score and number of raters for each category • Range of scores for each rater group are graphed

20. Transformational Leadership Questionnaire

21. Transformational Leadership Questionnaire

22. Transformational Leadership QuestionnaireMost Frequent/Least Frequent Section KEY POINTS • The “Most Frequent” section and “Least Frequent” section summarizes those competencies and behaviors that were most frequently/least frequently observed by various rater groups • The number in the first column corresponds to the average score for all raters providing feedback (1 to 7 scale) • The “Most Frequent” should be considered as perceived strengths to leverage and build on • The “Least Frequent” should be considered as possible behaviors to practice more frequently

24. Transformational Leadership QuestionnaireBehavior Summary KEY POINTS • Each Transformational Leadership Questionnaire question is summarized and categorized in its appropriate competency • Average scores across all raters are reported for each competency and question • A statistical measure of rater agreement based on the standard deviation is reported as a percentage—a score less than 50% suggests that the raters providing feedback had enough disagreement to warrant a cautious interpretation of the average score reported (e.g., raters had diverse perceptions and rated the participant quite differently on that question or competency)

26. Transformational Leadership QuestionnaireWritten Comments Section KEY POINTS • Comments are randomly listed by all raters who volunteered to share written perceptions to two open-ended questions (perceptions of strengths and development areas) • Comments are provided verbatim from the online questionnaire—no editing • Some comments are specific, behavioral and constructive—others may be less useful or hard to understand • It is important to focus on themes that emerge, rather than, to dwell on any one individual comment

27. Transformational Leadership QuestionnaireComments Report

28. Transformational Leadership QuestionnaireFeedback Report Questions to Consider • Do I understand my Transformational Leadership Questionnaire feedback report? • Does it seem accurate/valid? • Is the feedback similar or different for the different rater groups? • Are the areas perceived by others for development relevant to my current or future position? • Am I motivated to change?

29. Transformational Leadership Questionnaire: Next Steps • Review your MV360 feedback report • Thank your invited raters and share something you learned from their feedback • Use Talent Accelerator to identify specific developmental goals & draft a development plan • Meet with your manager to discuss your plan • Implement your development plan • Track and monitor progress • Take the ViewSuite Pulse Mini-Evaluation in 6-10 months after completing your development plan • Re-assess Transformational Leadership Questionnaire in 12-18 months

30. “Our life transformation is in exact proportion to the amount of truth we can take without running away.” Vernon Howard

32. Conscious Incompetence Conscious Competence Unconscious Incompetence Unconscious Competence Talent Accelerator Behavior Change Model Talent Accelerator and Coaching Feedback from Assessments

33. Components of the Talent Accelerator • Development Resource Library: Comprehensive source of readings, websites, media, and suggestions to facilitate your development • Feedback Reports: Electronic copy of your assessment summary report. • Development Suggestions: Tips and developmental suggestions and tips to enhance your effectiveness • Development Journal: Opportunity for participants to maintain a confidential journal to reflect on their reactions and feelings about his/her developmental journey. • Development Planning “Wizard”: Walks you through your assessment and provide a structured way to select developmental competencies • Automated Reminders: Select how often you want the system to send you reminders about due dates on your development plan (Preference Tab).

34. TLQ 360 Goal EvaluationProgressPulse Description • Is not a reassessment of the initial TLQ360 feedback assessment • Provides a metric of actual behavior change • Provides coaches and organizations with a tool to demonstrate the value of their 360 degree and coaching interventions

35. ProgressPulse Evaluation Report

36. Learning and Reflection • What key learnings did I get from today’s presentation? (What have I heard? / What have I learned?) • How can I apply this new knowledge, information, or technique to a challenge at work? • What specific actions am I committing to as a result of what I have learned?

37. 360° Feedback Selected References • Nowack, K. (2009). Leveraging 360 feedback to facilitate successful behavior change. Consulting Psychology: Practice and Research, 61, 280-297. • Nowack, K. (2005). Longitudinal evaluation of a 360 degree feedback program: Implications for best practices. Paper presented at the 20th Annual Conference of the Society for Industrial and Organizational Psychology, Los Angeles, March 2005. • Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.), Intervention: 50 Performance Technology Tools, Jossey-Bass, Inc., pp.34-46. • Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback intervention. Training and Development, 53, 48-53. • Nowack, K. (1999). Manager View/360. In Fleenor, J. & Leslie, J. (Eds.). Feedback to managers: A review and comparison of sixteen multi-rater feedback instruments (3rd edition). Center for Creative Leadership, Greensboro, NC., • Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and Development, 52, 69-79. • Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, 28-32. • Nowack, K. (1997). Congruence between self and other ratings and assessment center performance. Journal of Social Behavior & Personality, 12, 145-166 • Nowack, K. (1994). The secrets of succession. Training & Development, 48, 49-54 • Nowack, K. (1993). 360-degree feedback: The whole story. Training & Development, 47, 69-72 • Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management development. Human Resources Development Quarterly, 3, 141-155.