About Leadership

Executive Summary

Since the establishment of the business, companies must look for clues to help identify and select successful leaders. They find the vision of men and women with the rare combination of features to help them as the driving force, business drivers and authority figures. The concept of leadership has been frequently observed and studied extensively, but understanding what the definition of a successful leader is always out of reach.

I would like to find the answer (s) age-old question: "What makes a great leader?" After studying the behavior of thousands of properties, business leaders, the resulting data can reveal the common definition of strong leadership. What is a similar pattern or behavior may be found over and over again? Through the formation of a simple "recipe leadership", in constant search for quality leaders can finally reduced to a set of standard features, which may help predict the success of leadership in any organization. However, it is science, behavioral psychology, successfully applied to extract the leadership of "revelation" from the data?

Research Center on the 30th I have my leadership behavior, was used in 24 companies, including 4512's unique business leaders from all levels of performance. These companies include some from the world's top 500 list. 30 for each leadership model analysis to identify the most common behavior, the distinction between the leaders of higher performance-performing leaders. Survey results compiled this data set, the discovery of new evidence that each piece must be employed as a basic leadership or training efforts.

Study expectations

Leadership is a concept that is difficult to capture. You know it when you see it, but it is difficult to quantify. Leaders of these components inspection and observation, but to predict successful leadership has so far avoided a repeat of the limitations of recipes. Many methods have been used to document successful leaders attempt to common ground between, but only at best mixed results. A new approach to this problem, I set out to learn the behavioral characteristics of the more successful leaders for the leadership level of performance. Two main objectives of this study are:

* Identify the three most important leadership behavior to predict performance.
* Determine the level or degree of the behavior of the three most common is the prediction of leadership performance.

Leadership model behavior

In discussing results, it is important to lay the basis, this study models of leadership behavior. The behavior of the leadership model is the cornerstone of the study, because it is used to capture the preferences of successful leaders act now in the position. In essence, the behavior of a unique combination of leadership to seize the behavior of the model to predict success. A unique model for each using the same method, but customization is possible, the use of performance data with a particular location. To create a behavior model of leadership, each organization uses the following three steps.

The definition of success, tradition, success depends on leadership education, experience, potential, or other non-performance related measures. In this study, success was measured actual performance at work. We want to better understand the behavior of a leader who really is the result of a daily basis.

In order to maintain the productivity of research focuses on leadership, each company based on the success of their business practices to determine their leaders to evaluate their ability to produce the desired business results. Those who did not produce the desired results are considered invalid leaders, and others who produce the expected results is considered to be a successful leader. Specific performance of each organization to use the data to capture these leaders actively involved in leadership. The type of performance data collection range from the subjective data (ie, performance evaluation, soft achievement rating, etc.) to objective data (ie, store sales, by plan, profit targets, etc.).

Use of behavioral assessment, in this step is intended to capture every leader behavior preferences (all levels of success). Leaders in each organization were assessed using the behavior assessment tool to measure the behavior of the core 38. Provide deeper insight into the behavior of the 38 motives and preferences of each leader.

The establishment of a leadership model, if you want a leadership model, behavioral assessment data combined performance data for each leadership role. The result is a description of successful leadership behavior 38. All aspects of the leadership model to determine how important it is when compared to all 38 acts. The importance of understanding provides a more in-depth understanding of the leadership capacity of each performance prediction. Equally important is the extent to which the dimensions need to be present (such as: "high" attention to detail, "medium" confidence, or "low" insight into the other). The degree of behavior will greatly affect the productivity of leadership, communication, and many other leading events.

Each leadership model, building the same way. With specific dimensions (including the importance and level) to reflect the current performance data, the positive role of the leaders. Models are customized to capture the essence of leadership as it exists in the work, as it relates specifically to the daily performance or contribution to the organization.

Leadership Behaviors

In this study, leadership, analysis of the 30 models of leadership behavior and performance data used in the 4512 business leaders. For each role, a unique model of leadership is to assemble the strongest predictor of preference based on leadership, as they relate to quantify the actual work performance. This process involves comparing each model's 30 leaders in the search behavior of common leadership successful prediction (also taking into account the importance and extent). The study is based on the following parameters:

* Yes (24) companies on behalf of some of the billions of dollars in annual revenue, over (10) Industry: health care, food, retail, finance, hotel, hotels, catering services, property management, industrial and customer service.
* The definition of successful leadership is consistent, quantitative performance goals on the current business by designated agencies. For example, under the organization's definition of successful leadership to achieve a higher "percentage plans", and good performance reflects the strong consistency and production of high "percentage plans" number.
* The average term of office for the first (n = 4,512) of performance with different levels of leadership is two thousand two hundred forty-two days (more than six years).
* To describe the purpose, leadership roles are banded under the terms of reference. For this study sample, one of the leaders, or 36.67%, is directly responsible for the group of employees. 2, or 56.67% of the sample, has the responsibility of the position, site, store, or the whole office. 3, or 6.67%, respectively, in charge of a region, multiple sites, multiple stores, multiple locations, or multiple offices.

The results led

The importance of the behavior of the most frequent

In the study, each of 30 models of leadership are analyzed, the top ten "most predictable" behavior be recorded and compared. The aim is to use 30 of the top ten acts across as a way to capture the most predictable behavior.

The next step is to identify the three most common behavior (out of ten) of the leadership model in the whole 30. Focus is limited to the first three of the most common behavior in order to provide a more concise view successful leadership. By identifying the three most frequent behavior, opinion, expected to get to the three most important predictors of successful leadership, in a variety of leadership role in a wide variety of industries. The data shows some surprising results:

* Interestingly, the behavior of all 38 levels represented in the top ten list somewhere over 30 leadership behaviors.
* The most important behavior, there are two acts, is always the lowest importance. Reflection (deep thinking and / or ability to predict long-term outcomes) and team-oriented (I hope to work with groups) have the lowest frequency, 10.00% in the short models.
* Most importantly, behavior, leadership patterns in all 30 energy appears in the top ten than any other act (14 30, or 46.67%) in all of the leadership model. Mere existence of the behavior of the energy level is not specified the most suitable location, only that it played an important role in the success of the overall behavior of the leadership equation.
* The second most important behavior, the competitive dimension appeared in 13 of 30, or 43.33% of the top ten list of the leadership model. Some successful leaders may be more competitive, while others prefer a supportive environment. As energy, competition is considered to be a major component of many of the behaviors in varying degrees.
* The third most important act, to accept supervision in 12 of 30, or 40.00% of the top ten list of the leadership model. 12 behavior patterns that need a high, medium and low need for further research in this area (see next section).

Behavior characteristics of 38 across 30 models of leadership. Our goal is to find the best or the most frequently predicted the behavior of successful leadership-driven. Research data, energy, competition, and accept the supervision of the top ten list of most frequently occurs. Most forecasts or behavior provides the most frequent way to further explore the extent or number of various actions required to predict the success of the leadership of each of these three acts.

Challenging the leadership of assumptions

Based on the three most important leadership behavior or predict (energy, competition, and acceptance of authority), assuming that can be formed based on common (natural) view of successful leadership. It is a common practice, that successful leaders demonstrate a strong relationship, or very high level, a particular behavior. For the purpose of this study, I examined the requirements of different degree of success in each of three important behaviors.

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