Using 360 (multi-rater) feedback as a tool to assess leadership traits.

1. Leadership Assessment
Through Multi-Rater Feedback
IPMA Assessment Council
Kenneth R. Oehler
Jean O. Anderson

2. Presentation Outline
s Leadership Described
s Multi-Rater vs Traditional Approaches
s Designing a Multi-Rater Instrument
s Sample Items & Feedback Results
s Why & When Multi-Rater Feedback
Works
s Proper Feedback & Potential Abuses
s Outcomes of Multi-Rater Feedback

3. Leadership Described
s Clarification of roles
s Consideration of others
s Listening carefully
s Motivation of employees
s Persuasive communication
s Integrity and responsibility
s Inspiring a vision

4. Leadership is a Process
s Process of social influence
x Followers
x Peers
x Superiors
x Self

5. Traditional Approaches to
Measuring Leadership
BOSS
(Rater)
PEERS LEADER PEERS
(Ratee)
SUBORDINATES SUBORDINATES

6. Multi-Rater Feedback
BOSS
(Rater)
PEERS LEADER PEERS
(Rater) (Rater)
(Ratee)
SUBORDINATES SUBORDINATES
(Rater) (Rater)

7. Designing a Multi-Rater Instrument
Instrument
Job Data Construction
Job Analysis Items
Tasks Sample
Responsibilities Job Related
Interactions
Competencies Content
Content Validity

8. Identify Participants
s Superior(s)
s Subordinates
s Peers
s Self
s Customers / Clients

9. Sample Items (Goal Setting)
ALMOST
RARELY SOMETIMES ALWAYS
1. Sets challenging goals ….. 1 2 3 4 5
2. Sets attainable goals ….. 1 2 3 4 5
3. Gives frequent feedback
on progress toward goals 1 2 3 4 5
4. Gives considerate feedback
on progress toward goals 1 2 3 4 5

10. Sample Items (Interpersonal Skills)
ALMOST
RARELY SOMETIMES ALWAYS
1. Is considerate of others…. 1 2 3 4 5
2. Is friendly and easy to
approach…………………. 1 2 3 4 5
3. Takes others’ viewpoints
into account before making
decisions …………………... 1 2 3 4 5
4. Works well in a team
environment……………….. 1 2 3 4 5

11. Feedback Results
3.8
3.7
Goal Setting
3.2
4 Boss
Peers
4.2 Subordinates
Interpersonal 4
Self
Skills 3.9
4.5
1 2 3 4 5

12. Why Multi-Rater Feedback Works
s Different perspectives on the same
behavior
s More information about performance
s Specific / job related feedback
s Psychological tension

13. When Multi-Rater Feedback Works
s Aligned with organizational culture
x Open
x Relatively
flat - not too hierarchical
x Management support
s Mediocre / Average leaders
s Follow-up 360
s Anonymity of raters
s Sensitive feedback

14. Proper Feedback & Potential Abuses
s Insensitive feedback
x May want a third party to assist
s 360 is a fad?
s Inadequate training
s Ulterior motives
s Performance appraisal v. development
tool

15. Outcomes of Multi-Rater Feedback
s Performance improvement
s Identification of training needs
x Leadership skills
x Interpersonal skills
x Organization skills
x Goal Setting skills
s Confirmation of need for change
x Accountability of leaders