This is an online tool designed to assist leaders to be their very best and to enable their employees and their organizations to perform better.
The Leadership Effectiveness Assessment is a scientifically-based instrument used to assess the effectiveness of team leaders and supervisors. It measures leadership performance on ten key indicators of leadership effectiveness that are associated with employee productivity. The leadership measures include the leader as: dependable, industrious, enjoyable, calming influence and listener, organizational follower (organizational loyalty and support), team player, straightforward and candid, partner to employees, organizational outreach (working with others outside the team), and authentic with those they lead (i.e. Authenticity).
Each of these measures is highly associated with the best supervisor employees report they have ever had, and is key to their employees’ productivity.
The Leadership Effectiveness Assessment is an optional 180 or 360 degree type assessment tool.
The 180° option: This option includes two types of assessments. The leader being assessed completes the LEA-B version (self assessment) and her or his employees complete the LEA-A version (subordinates’ assessment). Then an approximate 15 page report is generated that compares the leader’s self assessment with the subordinates’ assessments. Both the LEA-A and LEA-B ratings are also compared to a reference group to show the leader’s effectiveness when compared to other leaders.
The 360° option: This option includes four types of assessments. The leader being assessed completes the LEA-B version (self assessment) and her or his employees complete the LEA-A version (subordinates’ assessment). The leader’s peers who work with the leader, but do not directly report to the leader, complete the assessment (LEA-C) and the leader’s own supervisors or managers complete the assessment (LEA-D), as well. Then an approximate 17 page report is generated that compares the leader’s self assessment with the, subordinates,’ peers,’ and own managers’ assessments. This 360° assessment includes the LEA-A, LEA-B, LEA-C, and LEA-D versions of the assessment tool so the leader can see how his or her leadership effectiveness is perceived by those with whom he or she works at all levels. The leader’s overall effectiveness is also compared to a reference group to show the leader’s effectiveness when compared to other leaders.
Here is what you need to do:
First the leader who is being assessed needs to have an account. This can be done through a company that purchases the account with GEMS of Florida, or via a credit card. At this time when creating an account, it is also decided if the 180° or 360° assessment is to be used, and when the report should be computed (i.e., 2, 4, 10 or 14 days).
- Once the leader has an account and account number, the leader completes the self assessment (LEA-B). By doing this, a letter of instruction is generated for the leader to give to the others in the 180° or 360° assessment who will be expected to complete the assessment online.
- The leader notifies the others to complete the assessment per instructions generated in step 2, above.
- The others who are to complete either the LEA-A (subordinates’ assessment), LEA-C (peers’ assessment), or LEA-D (top managers’ assessment) then log in online, enter their group number and leader identification number and complete the Leadership Effectiveness Assessment as it pertains to the leader who is seeking their evaluation. Note: the confidentiality of the leader’s employees (LEA-A) and peers (LEA-C) is retained. If two or more of the leader’s managers complete it, the confidentiality of those filling out the LEA-D is also assured.
- Following the date the report is to be generated, the leader will log back into the system and see and download his or her report or, if agreed to before-hand when a company purchases an account directly from GEMS of Florida, the confidential report will be printed up by GEMS of Florida and mailed or presented to the leader at a separate workshop or meeting.
Scholarly Contributions Based On This Instrument:
Gilbert, G. R., Myrtle, R. C., & Sohi, R. S. (2015). Relational Behavior of Leaders: A Comparison by Vocational Context. Journal of Leadership & Organizational Studies. 22(2), 149–160.
Haverty, D. (2002). California’s Fire Chiefs: Building Relationships Between Leadership and Organizational Performance. Sacramento: University of Southern California. Unpublished Doctoral Dissertation.
Gilbert, G. R., Hannan, E., & Flaggert, J. (2000). Is Smoking Detrimental to Effective Supervision? Journal of Applied Social Psychology, 30(8), 1551-1569.
Flaggert, J. (2000). Organizational Leadership and Cultural Change. A Dissertation. University of Southern California, August.
Gilbert, G. R., Collins, R. W. & Brenner, R. (1990). Age and Leadership Effectiveness: From the Perceptions of the Follower. Human Resource Management Journal, 29(2).