Interpretive Report

INTRODUCTION

Purpose

The SLAI is designed to measure your leadership competencies and provide information about how you and others view your leadership and managerial skills and behaviors. A leadership competency is a measurable, behavioral characteristic of a person that is related to effective performance in a specific job, organization, or culture. Competencies are distinct sets of behaviors applied to reliably complete a task that is directly linked to a critical outcome. These characteristics are defined in terms of specific leadership behaviors, and therefore can be developed. Leadership competencies commonly group together behaviors or similar behaviors. Please find a description of the specific behavioral skills that make up each competency in the paragraphs below. To eenable you to better understand your competencies a series of charts and graphs will follow that depict the extent of your competencies, according to the assessments of you and your rater. The feedback provided in this report can help you identify the competencies you have mastered and also offer insight on the competencies that you may wish to further develop or continue to devote attention.

Interpretive Instructions

In this report you will find your scores that have been organized into 12 primary leadership competencies. Your own assessment of each leadership competency is presented first by itself, and then it is compared to the average competency rating for persons in similar positions in your organization.   In other words, you will first see your score on each competency and then a comparison to the average score obtained on the competency by others in similar positions in your organization. It is important to remember that the results in this report are simply one measure of your abilities and should NOT BE interpreted in isolation from other feedback about your leadership abilities. Please keep in mind that there may be several reasons why you scored above or below average on certain competencies. Thus, even though a below average score can be a good way to identify future areas of concentration to improve performance, below average scores DO NOT automatically indicate that you are below average in regards to abilities in that area.   Finally, for each compentency, this feedback report contains links to resources and ideas for action that can be utilized for personal development.

The Charts

Chart 1 provides a snapshot of how you rated your leadership abilities on each of the competencies making up the 6 leadership competency clusters measured by the LSFI. To interpret these results, please notice high and low score areas to determine your leadership strengths and areas for growth. The scores have been converted to a standardized score (T score) to allow for meaningful comparison across each competency. Later in the report you will find a listing of the behavioral characteristics that comprise each competency. Please review the behaviors that determine your competency scores for development purposes.

In most jobs, it is helpful to know your areas of lesser talent, as your lesser talent areas can lead to a weakness. As you observe your high and low score areas in the chart above, see if you can identify a few areas in which you are lacking in talent. In most cases, simply gaining awareness of a deficit or perceived deficit can lead to tremendous growth in your capability of managing that talent area and ultimately prevent it from becoming a road block.

Chart 2 lists the same competencies as Chart 1 but shows the average measure for all managers who submitted a self-Assessment.

Chart 3 shows how you assessed your own leadership abilities compared to the average for all managers providing self-assessments.  Each of the specific competencies underlying the primary six competency clusters is shown. This chart is intended to provide you with a snap shot of how you rank on each leadership competency in comparison to your peers. Group averages were determined based on the entire sample of NE&TO managers that completed the LSFI.

Chart 4 shows how you assessed your own leadership abilities compared to the average of all assessments made by your peers.  This includes anyone that completed the feedback form on your behalf including supervisors, direct reports, other peers and customers.  Again, each of the specific competencies underlying the primary twelve competency clusters is shown. This chart is intended to provide you with a measure of how, as a group, key individuals rank you on each leadership competency.  Below you will find definitions for each competency, ideas for development, and resources for growth.

Chart 5 shows how you assessed your own leadership abilities compared to the average of all assessments made by individuals identifying themselves as your Direct Reports.  This measure does not include supervisors, customers or anyone else from whom you requested feedback.  Again, each of the specific competencies underlying the twelve primary competency clusters is shown.

Chart 6 shows how you assessed your own leadership abilities compared to the assessment submitted by your supervisor.  This chart does not include assessments completed by any other peers such as, direct reports, other peers or customers.  All of the specific competencies underlying the primary six competency clusters is shown.

Chart 7 reflects data for your department only.  This chart shows the average self-assessment ratings for all those who participated in your department versus the average ratings provided as feedback by members of your department.  All competencies are reflected in a line chart format.  As with all the charts, you can obtain exact ratings by hovering your mouse over any portion of the chart.  Below you will find definitions for each competency, ideas for development, and resources for growth.