Hyung Joon Yoon, Ji Hoon Song, Wesley Donahue, Katheryn Woodley February 27, 2010 Penn State Leadership competency inventory™: A comprehensive approach for developing and validating measurement

The Leadership Competency Inventory (LCI)  32 items, keyed to competencies shown to be critical to successful performance in supervisory or managerial roles 32 items, keyed to competencies shown to be critical to successful performance in supervisory or managerial roles  Research-based, drawing on extensive studies by the Federal OPM, which drew on the original large scale studies by AT&T; appended with basic, core competencies (SCANS & Work Keys)  Self and Manager parallel versions SelfManager  Group-based results (but can be used for individual development planning) Group-based results

Leadership Development Planner

Purpose of the Study 1.To report the process used for developing a leadership competency inventory. 2.To examine the validity evidence of the LCI with the data collected. If the evidence turns out to be valid, the process of development and validation of the LCI may be duplicated in the HRD field by researchers and practitioners.

Conceptual Framework Leadership Effectiveness Framework The SCANS Report for America 2000 Leadership Competency Inventory 22 Competencies + 32 Competencies 5 Competencies 3 Foundational skills domains Synthesis

Development Process of the Leadership Competency Inventory Step 1 The nomenclature and behavioral descriptions of the 22 LEF competencies were modified using an expert review process. Step 2 The experts reviewed the SCANS report and identified additional, necessary skills from the items under each category of the SCANS report. Step 3 The experts also reviewed the latest study of the LEF that was conducted in Step 4 Through an iterative process, the developers used their judgment to place the 32 items into a five-category model. Step 5 The LCI was reviewed by three additional PSUCaPE faculty members who have been providing management training for over 20 years Step 6 The tool was pilot tested by PSUCaPE faculty members with their clients for the appropriateness in wording of items.

Validation Method Participants –A total of 323 individuals from 11 healthcare-related organizations were drawn from a larger data set. Instrument –Form I (Developmental Need Data) Five-point Likert scale

Validation Method (Cont’d) Data Analysis 1.Exploratory factor analysis (EFA) Principal axis factoring followed by promax rotation 2.Cronbach’s alpha coefficient 3.The corrected item-total correlation 4.Confirmatory factor analysis (CFA) [Lisrel]

Results 1) Exploratory Factor Analysis

Results 2) Reliability: Cronbach’s Alpha and Corrected Item-Total Correlation FactorCronbach’s Alpha Supervisory/Managerial Competencies.924 Organizational Leadership.880 Personal Mastery.885 Resource leadership.776 Overall Leadership Competency.955 The corrected item-total correlations for each item: (Cutoff: 0.3 or less)

Results 3) Confirmatory Factor Analysis 1.Single order CFA results

Results 3) Confirmatory Factor Analysis (Cont’d) 2. Higher-order CFA results

Conclusions The results show the LCI to possess sound reliability and validity for the population of health care supervisors and managers studied. There is a possibility that the LCI can be used for any populations regardless of industry.

Recommendations for Future Research Further validation research is necessary to ensure whether or not the four defined factors are valid for other major industries such as manufacturing and public service. The use of the importance data is desirable, because it will cross-validate the LCI’s factor structure. Re-assess and update the competencies by reflecting on the most recent changes in society and the workplace.

Contributions to New Knowledge in HRD This LCI validation study exhibited a comprehensive approach by integrating the LEF (OPM, 1993) and the SCANS report for America 2000 (SCANS, 1992). This study added one more perspective—basic skills— to Naquin and Holton’s (2006) study. HRD researchers/practitioners will be able to easily develop and validate their own, sound leadership assessments geared toward their specific purposes.

References Donahue, W. E. (1996). A descriptive analysis of the perceived importance of leadership competencies to practicing electrical engineers in Central Pennsylvania. Available from ProQuest Dissertations and Theses database. (UMI No ) Flanders, L. R., & Utterback, D. (1985). The management excellence inventory: A tool for management development. Public Administration Review, 45, doi: / Naquin, S. S., & Holton, E. F. (2006). Leadership and managerial competency models: A simplified process and resulting model. Advances in Developing Human Resources, 8(2), doi: / Pennsylvania State University Continuing and Professional Education. (2007). Penn State Leadership Competency Inventory™: Administration Instructions. University Park, PA: Author. Pennsylvania State University Continuing and Professional Education. (2008). Penn State Leadership Competency Inventory™. University Park, PA: Author. Rodriguez, D., Patel, R., Bright, A., Gregory, D., & Gowing, M. K. (2002). Developing competency models to promote integrated human resource practices. Human Resource Management, 41, doi: /hrm Secretary's Commission on Achieving Necessary Skills. (1992). Skills and tasks for jobs: A SCANS report for America Washington, DC: United States Department of Labor. U.S. Office of Personnel Management. (2007). Delegated examining operations handbook: A guide for federal agency examining offices. Washington, DC. Retrieved from U.S. Office of Personnel Management, Human Resources Development Group, & Office of Executive and Management Policy. (1993). Leadership effectiveness framework and inventory. Unpublished report. Washington, DC: Author.