Beruflich Dokumente
Kultur Dokumente
Case Studies
MLQ30 is a trademark of MySkillsProfile.com Limited. MLQ30 is distributed in the USA by Performance Assessment Network, Inc Please contact us at. pan@panpowered.com, (317) 566-3270, or 1-877-449-TEST (Toll Free) Performance Assessment Network, Inc. 11590 North Meridian St. Suite 200 Carmel, IN 46032-6955 Fax. (317) 566-3271
Contents
Introduction Case Study 1. Selection Case Study 2. Leadership development Case Study 3. Management development strategy Case Study 4. Team development Case Study 5. Executive education Case Study 6. Coaching MLQ30 Competency Framework 4 5 5 6 6 7 7 9
Introduction
The Management and Leadership Questionnaire (MLQ30) is a practical and straightforward
instrument that measures a managers perception of their leadership style and competencies. The 1 questionnaire measures 30 management and leadership competencies covering six key areas. The feedback report from the questionnaire provides a rich picture of a managers competence based on a comparison of their responses against those of a large benchmark group. The report covers leadership level, leadership style (management versus leadership focus and task versus people orientation) and situational leadership effectiveness. The MLQ30 is a standardized instrument. Norms are based on a large international sample of first level, middle and senior managers. The instrument meets key standards for reliability and validity. The strengths of the MLQ30 lie in its simplicity and ease of interpretation. The questionnaire is suitable for a wide range of assessment and development applications including selection, coaching, training, team building and career counseling. This paper describes six case studies using the questionnaire.
The strengths of the MLQ30 lie in its simplicity and ease of interpretation. The questionnaire is suitable for a wide range of assessment and development applications including selection, coaching, training, team building and career counseling.
1
Consultants recruited to facilitate the leadership event analyzed the data and presented the results of the analysis to the conference highlighting members perceived strengths and weaknesses based on analysis of leadership level scores, management versus leadership scores, task versus people scores and the six MLQ30 key factor scorecards. Printed versions of the feedback reports along with copies of the MLQ30 performance improvement suggestions booklet were distributed during small group sessions facilitated by experienced leadership coaches. PDF versions of reports were emailed to members after the event.
Each group was tasked to discuss the information that had been presented and come back to a plenary session with three practical suggestions to improve the units performance and culture.
Leadership Focus Low Low Management Focus Contributor Individual contributors are specialists and "doers" who have not acquired the orchestrating competencies required to be a successful manager/leader. They need to learn to adjust their style to manage conflicting demands from bosses, peers, and direct reports. Manager Managers are strong on competencies to do with implementing and improving, communicating and presenting, and relating and supporting. However, they tend to neglect the transformational aspects of strategic leadership.
High
High
Management/Transactional Competencies
4 4.1 4.2 4.3 4.4 4.5 5 5.1 5.2 5.3 5.4 5.5 6 6.1 6.2 6.3 6.4 6.5 Implementing and Improving Executing strategies and plans Improving processes and systems Managing customer relationships and services Analyzing issues and problems Managing plans and projects Communicating and Presenting Facilitating and improving communication Influencing and persuading people Managing feelings and emotions Speaking with confidence and presenting to groups Writing and reporting Relating and Supporting Relating and networking Listening and showing understanding Building trust and modeling integrity Identifying and resolving conflict Cultivating teamwork and collaboration Competency Requirements Provide direction and support, delegate responsibility to the appropriate people, hold people accountable for delivery. Allocate responsibility for improvement, learn lessons from process breakdowns, improve business processes. Set high standards for customer service, exceed customer expectations, resolve customer issues quickly. Gather information from a wide variety of sources, approach problems from different angles, brainstorm possible solutions with others. Develop bold plans, obtain resources to carry out projects, manage critical dependencies and risks. Competency Requirements Create a climate where people share views and ideas, exchange information with the team, bosses, and stakeholders. Promote views and ideas, influence people by addressing their needs and priorities, negotiate effectively. Know which emotions you are feeling and why, handle other peoples feelings and emotions sensitively. Demonstrate presence, communicate with self-assurance, give effective presentations to groups. Produce clearly written reports, write effectively for different audiences, edit other people's written work skillfully. Competency Requirements Work effectively with other people, build rapport and keeping others in the loop, use networks to get things done. Put people at ease, pay attention to their feelings and emotions, listen without interrupting. Act in accordance with your values and principles, give consistent messages, keep promises. Encourage debate, bring disagreements into the open, address and resolve conflict early. Set the team's direction and priorities, review the team's successes and failures, help team members work well together.
10
pan@panpowered.com, (317) 566-3270, or 1-877-449-TEST (Toll Free) Performance Assessment Network, Inc. 11590 North Meridian St. Suite 200 Carmel, IN 46032-6955 Fax. (317) 566-3271
11