There are a number of papers that explore the need for leaders to use different cognitive approaches that are more in line with contemporary problems that are more ill-defined than in the past, as well as those skills being utilised in different contexts, e.g., stability to crisis etc., (as per Osborn, Hunt & Jauch, 2002).
I guess it depends on why you're measuring and the framework you use. One way would be a 360 degree assessment based on the framework. LEADS is the framework used by some health leadership groups. Link is below, hope it helps.
http://www.leadersforlife.ca/leads-framework
I would equally suggest you consider the leaders' knowledge, skills and application of emotional intelligence, if you might want to add that to your assessment. .
Leadership or management expertise? These are related but not necessarily identical constructs
Picking up on Zachary's point, leadership is about change, management is about stability. Given that followers and systems can only take so much change, good leaders should also be good managers.
Measurement should begin with the goal achieved. Ultimately it is the result that matter most. Then, the process adopted for achieving result could be explored. Third, system development, how an organization is being managed. If a leader is successful in developing system, sound processes and attain the results , then it could measured as successful.
From a research approach, leadership is often measured using the MLQ-5x (short) questionnaire consisting of Bass's transactional, transformational, and passive-avoidant behaviors aggregated into scales. The problem with measuring management is that while there are a generally agreed upon set of functions (planning, organizing, leading, controlling), there is not a commonly used questionnaire as there is in leadership. You can purchase the permissions for use for the MLQ-5x at mindgarden.com for a little over a dollar per use. They will also program and host the survey (and you can add other questionnaires to the survey for the other variables) for you, resulting in a downloadable spreadsheet.
Your problem is in how you define expertise. Being an expert does not simply mean knowing stuff or getting a good 360 result (which is easily fudged). All the above measures are indirect measures that do not necessarily correlate with real 'expertise'. The only direct measure is output/outcomes and results. These includes an assessment of collateral damage and impacts along the way such as effects on all people and stakeholders. Leaders who get good short term results by causing other damage cannot score highly and be called experts.
The person who is having leadership /management in any organization should be measured their leadership expertise in the following manner:
1.The leader how he have the way of doing things process is very very important tool for measuring the leadership expertise.
2.At the same time how he is giving instructions, guidance, advise, co-operation,support,collaboration and a quietness etc...with his sub-ordinates,superiors and peer groups is also another measuring tool for leadership expertise
3.The decision-making process will show his expertise in the organizations.this will shown in the forma of returns,results, and appreciation etc..are also the measuring the leadership expertise.
Rao is correct in that the processes must display excellence, but if the outcomes are not excellent then all the 360s and other evaluations do not indicate expertise. Good outcomes and good processes indicate expertise... not personal evaluations UNLESS they are positively correlated with these two factors
I think this is depends on the purpose of your study and how you build your theoritical framework. Operational definition for your concepts or variables is very important to guide you to do this research.
You will find our measures of Leader-member exchange, mentoring and supporting citations athttp://works.bepress.com/terri_scandura/. Best regards, Terri Scandura
I think Aaron summed it up just right. Ask, and you will get the answer. A simple online survey will show how the manager or leader is doing. Lots of times in companies though, those surveys are only done because it's required and never get looked at. What companies really are measuring though is the concrete numbers that manager/leader is actually producing.
The hard truth is that in large corporations, it all boils down to performance output and customer satisfaction. If their department is resonsbile for x number of complaints, how well the manager works to fix the problems so they never happen again, will reflect on how well he is managing his team of employees. The top management doesn't really care what style of management that person is using in their department, they are only concerned about the increased output their department is producing so they meet their quarter market expectations. If they don't meet those numbers, then usually a meeting takes place, their given a warning or fired.
I have found there are many different methods, designs, and styles of management and leaders, but what it all boils down to is the numbers each department producers. The surveys, 360 evaluations are all just for personal reassurance but the stockholders don't care if department A is using such and such style, they only care that they made a profit, and for the stockholder, that means they did a great job as a leader. You can create all the great surveys and evaluations in the world, but if the stockholder isn't happen, the company loses money, and if the company loses money, they have to fire people and if the company has to fire people, they look to the managers with the lowest numbers. There are many people out there who can walk in and run an entire department with no training whatsoever and get results, and that's rare, but if it makes the stockholders happen, they would keep that manager. Numbers count more unfortunately.
Hi Alex,
You can find some instruments to measure leadership in the following RG post. Wishing you all the best.
https://www.researchgate.net/post/Can_anyone_recommend_an_instrument_for_measuring_leadership_skills
Regards,
Fung
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