NS214 Fall 2012 4-2 - Chapter 4 Part II 3-1 Assessing...

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3-1 Chapter 4 4 Part II Part II
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3-2 Assessing Leadership Potential It is fundamentally concerned with predicting who will or will not be an effective leader before they have been placed into a position. Accurately predicting managerial effectiveness is critically important but not at all straightforward. An individual’s performance at progressively more complex leadership tasks is used in the Naval Service to predict their chance of success at the next higher level.
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3-3 Best Practices in Assessing Leadership Potential Research shows that by developing a competency model, one can clearly define the skills and attributes required in the right candidate. The best candidate would be the person with the most, if not all, of those skills and attributes. The multiple hurdles approach is the most cost- effective and valid way to identify the best candidate from the applicant pool. Is this what the military uses?
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3-4 Example of a mid-level leadership competency model
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3-5 Measuring the Effects of Leadership Just as various techniques are used to assess leaders, there are also various ways to measure their effects on subordinates and organizations. When judging, the consequences of leader behaviors are examined, more than the behaviors per se. However, individual behaviors can get the CO of a successful unit fired! Commonly used measures to judge successful and unsuccessful leaders include: Superiors’ effectiveness and performance ratings Subordinates’ ratings of their job satisfaction and morale or of their leader’s effectiveness Unit performance indices
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3-6 Common Measures of Successful and Unsuccessful Leadership
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3-7 Group Exercise What are some prioritized criteria to measure the effectiveness of the following: Big Ten Football Coach Fortune 500 CEO Surface Warfare Commanding Officer
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3-8 Best Practices in Measuring Leadership Success Ratings by superiors and subordinates generally yield useful information about a leader’s effectiveness.
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