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Understanding and Interpreting the Transformational Leadership Questionnaire

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Title: 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_at_e
nvisialearning.com
2
Transformational Leadership Questionnaire Presenta
tion 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 ones self.
  • Benjamin Franklin, 1750

4
Johari Window
Public
Blind Spot
You Know About Me
Private
Unknown
You Dont Know About Me
I Dont know About Myself
I know About Myself
5
  • Introduction to
  • Transformational Leadership Questionnaire

6
Transformational Leadership Questionnaire
  • Transformational Leadership
  • Painting a Picture
  • Intellectual Stimulation
  • Treating People as Individuals
  • Career Development
  • 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

9
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10
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11
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12
  • Interpreting Your
  • Transformational Leadership Questionnaire
    Feedback Report

13
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14
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
15
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

16
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

17
Self-Other Perceptions What Are Others Really
Rating?
Performance
BOSS
Derailment Factors (EI)
REPORTS
Leadership Potential
PEERS
18
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

19
Transformational Leadership Questionnaire
Invited Raters Page
20
Transformational Leadership Questionnaire Graphs
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

21
Transformational Leadership Questionnaire
22
Transformational Leadership Questionnaire
23
Transformational Leadership Questionnaire Most
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
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25
Transformational Leadership Questionnaire
Behavior 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
    percentagea 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
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27
Transformational Leadership Questionnaire
Written 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
    questionnaireno editing
  • Some comments are specific, behavioral and
    constructiveothers 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

28
Transformational Leadership Questionnaire
Comments Report
29
Transformational Leadership Questionnaire
Feedback 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?

30
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

31
  • Our life transformation is in exact proportion
    to the amount of truth we can take without
    running away.
  • Vernon Howard

32
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33
Talent Accelerator Behavior Change Model
Talent Accelerator and Coaching
Feedback from Assessments
34
Description of Talent Accelerator 2.0
  • Talent Accelerator is a web-based professional
    development tool integrated with Envisia Learning
    assessments
  • Talent Accelerator will provide you with a guided
    process for developmental planning based on Best
    Practices of how people successfully change
  • The online tool is designed to help translate
    awareness from all of our assessments into
    lasting behavior change

35
Components of Talent Accelerator 2.0
  • Educates Talent Accelerator resource library
    provides a comprehensive source of over 1,500
    readings, websites, media, and suggestions to
    facilitate your development.
  • Monitors Talent Accelerator provides you and
    your coach and/or manager to track and monitor
    your development plan progress and easy update
    through your email.
  • Coaches Talent Accelerator sends an email to the
    individuals coach and/or manager about
    development plan progress and the most recent
    progress update.
  • Promotes Insight Talent Accelerator provides an
    opportunity for participants to reflect on their
    360-degree assessment report to summarize
    strengths and potential development areas.
  • Teaches Our development wizard will walk you
    through your 360 report and provide a structured
    way to allowing you to focus on those
    competencies that are most important as well as
    facilitate goal setting.
  • Reminds Talent Accelerator sends you weekly
    reminders about your goal progress.

36
Selecting Development Areas Jump Right in to
Select Your Goals or Use our Wizard
37
Using Our Wizard Step 1 Examining Your Feedback
Report
38
Using Our Wizard Step 2 Deciding Which
Competencies are Important
39
Using Our Wizard Step 3 Selecting Development
Areas
40
Setting Development Goals Use our Suggestions or
Select Your Own
41
Setting Development Goals Analyzing Your Success
42
Taking Ownership of Your Developmental Goal
From Goal Intentions to Habit Triggers
43
Selecting Goal MentorsEmail Invitation
44
Selecting Development Areas
45
Competency Based Resource Library
  • Content is maintained and updated weekly by a
    human resources staff member
  • Industry specific competency libraries (e.g.,
    healthcare, sales)
  • Resource categories include
  • Books
  • Websites/Blogs
  • Audio
  • Video
  • Articles
  • Workshops/Seminars

46
Example Content from Our Resource Library
47
Goal Evaluation
  • Description
  • Is not a reassessment of the initial 360 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

48
Goal Evaluation Getting Feedback on Your Goals
49
Talent Accelerator Goal Evaluation
50
Talent Accelerator Goal Evaluation
51
  • Talent Accelerator
  • Case Study

52
Talent Accelerator Case Study
  • Business Issue Department of pathology at a
    leading University medical center wanted to
    improve leadership performance coaching to
    increase engagement and retention of talent
  • Intervention
  • Executive performance coaching workshop 360
    feedback and developmental planning (N 15)
  • Pilot with one of the pathology Departments 360
    feedback developmental planning monthly
    follow up lunch discussion/support meetings (N
    23)

53
Talent Accelerator Case Study
  • Assessments included
  • Executive View 360 (senior team)
  • Performance View 360 (departmental talent)
  • Talent Accelerator (used by talent)
  • Coach Accelerator (used by managers)

54
Talent Accelerator Case Study
55
Talent Accelerator Case Study Outcomes
  • All participants created a development plan 80
    completed progress on at least one competency
    they targeted
  • Participants targeted potential development areas
    rather than strengths
  • The average time to complete their plan was 53
    days (SD 46 days) with 55 focusing on
    developmental suggestions from our resource
    library, 23 focusing on resource websites/Blogs,
    12 reading books and the remainder watching
    videos/podcasts
  • Time series 360 (ANOVA) demonstrated significant
    increase in interpersonal, task and communication
    competency ratings in talent over 12-months
  • 80 completed at least one competency based
    action plan

56
Talent Accelerator Research Summary
Intervention Completion of Plans
360 Feedback Alone lt 5
360 Feedback and Talent Accelerator 15 to 25
Coaching, Talent Accelerator and Manager Follow-Up gt 80
57
Envisia 360 Feedback Study Best Practices
  • Provide individual coaching to assist in
    interpreting and using the 360 feedback results
  • Hold participant and manager accountable to
    create and implement a professional development
    plan
  • Track and monitor progress on the completion of
    the development plan
  • Link the 360 intervention to a human resources
    performance management process
  • Use 360 tools with sound psychometric properties
  • Target competencies for 360 feedback
    interventions that are related to strategic
    business needs
  • 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

58
Maximizing the Impact of 360 Feedback
  • Some evidence that facilitated feedback enhances
    successful behavior change
  • Seifert Yukl, 2003 Nowack, 2005
  • Some evidence that coaching coupled with 360
    feedback can facilitate behavior change
  • Smither, J. et al. (2003). "Can working with an
    executive coach improve multisource feedback
    ratings over time? A quasi-experimental field
    study." Personnel Psychology, 56, 23-44
  • Some limited evidence that use of an online
    development planning system and competency based
    resource center can facilitate behavior change
    with managerial involvement
  • Rehbine, 2006 Nowack, 2009

59
360 Feedback Selected References
  • Nowack, K. Mashihi, S. (2012). Evidence Based
    Answers to Ten Questions about Leveraging
    360-Degree Feedback. Paper presented at the SIOP
    Conference, San Diego, CA.
  • Mashihi, S. Nowack, K. (2011). Clueless
    Coaching People Who Just Dont Get It. Envisia
    Learning, Santa Monica, CA.
  • Nowack, K. (2009). Leveraging Multirater Feedback
    to Facilitate Successful Behavioral Change.
    Consulting Psychology Journal Practice and
    Research, 61, 280-297
  • Nowack, K. (2006). Emotional Intelligence
    Leaders Make a Difference. HR Trends, 17, 40-42
  • Nowack, K. (1999). 360-Degree feedback. In DG
    Langdon, KS Whiteside, MM McKenna (Eds.),
    Intervention 50 Performance Technology Tools,
    San Francisco, 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.
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