C hapter f our
1 / 11

C HAPTER F OUR - PowerPoint PPT Presentation

  • Updated On :

C HAPTER F OUR. Assessing Leadership and Measuring Its Effects. Conventional Wisdom About Leadership. People who are tall and athletic make better leaders. Smarter people make better leaders. Leaders who are stable and predictable are more effective. Research Findings About Leadership.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'C HAPTER F OUR' - cade

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
C hapter f our l.jpg


Assessing Leadership and Measuring Its Effects

Conventional wisdom about leadership l.jpg
Conventional Wisdom About Leadership

  • People who are tall and athletic make better leaders.

  • Smarter people make better leaders.

  • Leaders who are stable and predictable are more effective.

Research findings about leadership l.jpg
Research Findings About Leadership

  • People who are tall and athletic do not necessarily make better leaders.

  • In some situations, smarter leaders consistently performed less well than those who were less smart (Fiedler et al.)

  • The most effective leaders use different bases of power to meet situational demands.

Competency model l.jpg

Competency Model

The set of skills, knowledge, abilities, or other attributes that are relevant to successful performance in a particular job.

Multiple hurdles approach l.jpg
Multiple Hurdles Approach

Paper-and-pencil measures


Assessment centers

The relevance and legality of unstructured interview questions l.jpg
The Relevance and Legality Of Unstructured Interview Questions

  • If you were any part of a car, what part would you be and why?

  • If you could go out to dinner with anyone, who would it be and why?

  • Do you plan on having any more children?

  • How do you feel about women in leadership positions?

Measures of successful and unsuccessful leadership l.jpg
Measures Of Successful and Unsuccessful Leadership Questions

  • Superiors’ effectiveness and performance ratings

  • Subordinates’ ratings of satisfaction, organizational climate, morale, motivation, and leadership effectiveness

  • Unit performance indices

Drawbacks of using superiors ratings l.jpg
Drawbacks Of Using Superiors’ Ratings Questions

  • Ratings may not be an accurate reflection of performance because supervisors:

    • May not take the time.

    • May be unaware or unfamiliar with a leader’s performance.

    • May have difficulty dealing with conflict.

  • Ratings can also be biased by friendships, perceptual sets, and attribution errors.

Drawbacks of using subordinate ratings l.jpg
Drawbacks Of Using Subordinate Ratings Questions

  • Subordinates may be relatively unmotivated toward work no matter what the leader does.

  • Motivation and cohesiveness does not guarantee effective performance.

  • Subordinates may rate the leader as effective because he or she does not make them work very hard and vise-versa.

Variations of leadership studies l.jpg
Variations of Leadership studies Questions

Feature Common Uncommon

Source: G. Yukl, Reflections and Directions in Leadership Research

Critical thinking questions practitioners should ask l.jpg
Critical Thinking Questions Practitioners Should Ask Questions

  • Who is the sample?

  • What is the situation?

  • What leadership qualities, characteristics, or behaviors are being assessed?

  • How is leadership success being determined?

  • How do the writers link leadership assessment to success?