1. Assessing Leadership and Measuring Its Effects
CHAPTER FOUR
Assessing Leadership and Measuring Its Effects

2. Conventional Wisdom About Leadership
People who are tall and athletic make better leaders.
Smarter people make better leaders.
Leaders who are stable and predictable are more effective.

3. Research Findings About Leadership
People who are tall and athletic do not necessarily make better leaders.
In some situations, smarter leaders consistently performed less well than those who were less smart (Fiedler et al.)
The most effective leaders use different bases of power to meet situational demands.

4. Competency Model
The set of skills, knowledge, abilities, or other attributes that are relevant to successful performance in a particular job.

5. Multiple Hurdles Approach
Paper-and-pencil measures
Interviews
Assessment centers

6. The Relevance and Legality Of Unstructured Interview Questions
If you were any part of a car, what part would you be and why?
If you could go out to dinner with anyone, who would it be and why?
Do you plan on having any more children?
How do you feel about women in leadership positions?

7. Measures Of Successful and Unsuccessful Leadership
Superiors’ effectiveness and performance ratings
Subordinates’ ratings of satisfaction, organizational climate, morale, motivation, and leadership effectiveness
Unit performance indices

8. Drawbacks Of Using Superiors’ Ratings
Ratings may not be an accurate reflection of performance because supervisors:
May not take the time.
May be unaware or unfamiliar with a leader’s performance.
May have difficulty dealing with conflict.
Ratings can also be biased by friendships, perceptual sets, and attribution errors.

9. Drawbacks Of Using Subordinate Ratings
Subordinates may be relatively unmotivated toward work no matter what the leader does.
Motivation and cohesiveness does not guarantee effective performance.
Subordinates may rate the leader as effective because he or she does not make them work very hard and vise-versa.

10. Variations of Leadership studies
Feature Common Uncommon
Research method
Surveys
Experiments
Time frame
Static
Longitudinal
Research objective
Replication
Explore new issues
Locus of leadership
Heroic individual
Shared/distributed
Causality
Unidirectional
Reciprocal
Data sources
Single
Multiple
Level of leader
Supervisor
Executive
Source: G. Yukl, Reflections and Directions in Leadership Research

11. Critical Thinking Questions Practitioners Should Ask
Who is the sample?
What is the situation?
What leadership qualities, characteristics, or behaviors are being assessed?
How is leadership success being determined?
How do the writers link leadership assessment to success?