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Appraising the potential of executives to reach the top is a tedious task for HR professionals as well as the top management. \u00a0The characteristics and competence of leaders isn\u2019t something etched in stone.\u00a0 It is a matter of great interest for organizations to identify the attributes that make their managers and senior managers successful.<\/p>\n
To explore the key traits of successful leaders, a 2-stage leadership development<\/a>\u00a0profiling study of over 1500 international managers was conducted by Deloitte.\u00a0 The study was aimed at revealing:<\/p>\n The study explored the relationship between the personality, reasoning abilities, business and leadership capabilities of an executive with the potential to reaching a senior position and being successful there. \u00a0The study utilized a series of 5 psychometric tests to assess the personality and reasoning process of senior managers and managers.\u00a0 The evaluation also utilized standardized repertory grid interviews to evaluate the extent of manager\u2019s business and leadership competence.<\/p>\n The following 5 personality tests were used in the leadership study to assess the personalities of leaders:<\/p>\n Now, let\u2019s take a bit deeper look at the psychometric tests employed.<\/p>\n NEO PI-R<\/strong><\/p>\n A 240-item personality inventory that examines a person\u2019s 5 personality traits:\u00a0 Neuroticism, Extraversion, Openness to Experience, Agreeableness, and Conscientiousness.<\/p>\n Myers Briggs Type Indicator<\/strong><\/p>\n A self-report questionnaire to profile an individual\u2019s psychological type on 4 elements of psychological functions: \u00a0Extraversion-Introversion, Sensing-Intuition, Thinking-Feeling, and Judging-Perception.<\/p>\n GMA(A)<\/strong><\/p>\n The Graduate and Managerial Assessment Abstract test assesses an individual\u2019s strategic thinking, new and changing patterns identification capability, and flexibility to devise new methods and analyze information at different levels.<\/p>\n Watson Glaser Critical Thinking Appraisal (W-GCTA)<\/strong><\/p>\n The analytical reasoning skills test based on 80 reading passages presenting problems, statements, arguments to measure 5 aspects of critical thinking:\u00a0 Drawing Inferences, Recognizing Assumptions, Deductive Reasoning, Logical Interpretation, and Argument Evaluation.<\/p>\n Consequences Test<\/strong><\/p>\n A test of divergent thinking which elicits originality and measures the creative potential of individuals in problem-solving situations.<\/p>\n The leadership personality study was carried out in two steps:\u00a0 The first step compared all senior managers (sample size 899) with other managers\/supervisors (sample size 668)\u201414% women and 86% men\u2014to see whether there were any differences at this level.<\/p>\n The objective of the first step of the study was to identify whether the senior managers were any different from managers on personality, reasoning, business and leadership facets.\u00a0 The managers represented a wide range of sectors, industries, functions, and nationalities.<\/p>\n The results showed that senior managers notably differed from managers on a number of personality, reasoning, and business and leadership aspects.\u00a0 The senior managers scored higher on extraversion and drive, and lower on neuroticism.\u00a0 They were also better on analytical and creative thinking, business and leadership skills than managers and supervisors; and were observed to be more driven, assertive, dependable, open, intuitive, and emotionally balanced.<\/p>\n The second part of the leadership profiling study focused only on a small group of senior managers whose performance was observed for several years.\u00a0 The group was segregated into 2 sub-groups; the first one encompassed senior managers with a consistent track record of success, whereas the second group included those with an uneven track record.<\/p>\n The sample encompassed 101 senior managers from a range of sectors, representing 12 distinct functions and 9 nationalities.\u00a0 Altogether, there were 51 consistently successful leaders and 50 not so successful leaders.\u00a0 The two groups were then compared using the same tests, as in the first study.<\/p>\n The results indicated that the senior managers with consistently successful track record scored higher in almost all aspects of personality and psychology.\u00a0 They were found to be significantly more extravert, open, agreeable, and conscientious, yet less neurotic. \u00a0In terms of logic and intelligence, they were better creative thinkers and innovators.\u00a0 The consistently successful leaders were also observed to have more advanced business and leadership acumen than senior managers with inconsistent track records.\u00a0 To find out more about both groups\u2019 scores on individual psychometric tests, click here.<\/p>\n Interested in learning more about the leadership profiling study?\u00a0 You can download an <\/u>editable PowerPoint on the Personality and Psychology of Successful Leaders<\/strong> here<\/u><\/a> on the Flevy documents marketplace<\/a>.<\/p>\n You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library<\/a>. FlevyPro<\/a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:<\/p>\n “My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today\u2019s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”<\/p>\n \u2013 Bill Branson, Founder at Strategic Business Architects<\/p>\n<\/blockquote>\n “As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”<\/p>\n \u2013 David Coloma, Consulting Area Manager at Cynertia Consulting<\/p>\n<\/blockquote>\n “As a small business owner, the resource material available from FlevyPro has proven to be invaluable. The ability to search for material on demand based our project events and client requirements was great for me and proved very beneficial to my clients. Importantly, being able to easily edit and tailor the material for specific purposes helped us to make presentations, knowledge sharing, and toolkit development, which formed part of the overall program collateral. While FlevyPro contains resource material that any consultancy, project or delivery firm must have, it is an essential part of a small firm or independent consultant’s toolbox.”<\/p>\n \u2013 Michael Duff, Managing Director at Change Strategy (UK)<\/p>\n<\/blockquote>\n “FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight \u2013 it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”<\/p>\n \u2013 Roderick Cameron, Founding Partner at SGFE Ltd<\/p>\n<\/blockquote>\n “Several times a month, I browse FlevyPro for presentations relevant to the job challenge I have (I am a consultant). When the subject requires it, I explore further and buy from the Flevy Marketplace. On all occasions, I read them, analyze them. I take the most relevant and applicable ideas for my work; and, of course, all this translates to my and my clients’ benefits.”<\/p>\n \u2013 Omar Hern\u00e1n Montes Parra, CEO at Quantum SFE<\/p>\n<\/blockquote>\n","protected":false},"excerpt":{"rendered":" Appraising the potential of executives to reach the top is a tedious task for HR professionals as well as the top management. \u00a0The characteristics and competence of leaders isn\u2019t something etched in stone.\u00a0 It is a matter of great interest for organizations to identify the attributes that make their managers and senior managers successful. 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<\/a><\/p>\nThe Study Approach\u2014Step 1 <\/strong><\/h2>\n
Key Takeaways\u2014Step 1 <\/strong><\/h2>\n
The Study Approach\u2014Step 2<\/strong><\/h2>\n
Key Takeaways\u2014Step 2 <\/strong><\/h2>\n
Do You Find Value in This Framework?<\/h2>\n