For companies to thrive in the current economic landscape they will need to be led by people who both understand the changing work environment and have the capability to navigate these changes while also delivering results and keeping everyone happy. Sounds easy, right?
One study by the University of Zurich and the Frankfurt School of Finance found that, on average, CEOs hired from outside the company didn’t perform as well as those who are internally promoted to the top spot. Perhaps the benefit here is that hiring leaders internally leads to having a CEO who better understands the current company culture and road to growth.
Defining leadership can be quite complex. Clevry's Head of Psychology, Laura Harrison says that when it comes to defining leadership qualities, the way in which they are measured will need to take this complexity into account.
"'There's a lot of noise in the realm of leadership, and in reality there's no one way to define it, or a perfect way to lead effective teams or individuals. At Clevry, our psychologists take an approach which accounts for the complexity and variety of behaviours that make great leaders, and simplifies it into the four key functions of leadership: leading self, leading people, leading tasks, and leading the way. Our Leadership Report allows individuals to reflect on how their preferred style of approach may impact on their Leadership strengths, their team and their reputation.''
Introducing: The Clevry Leadership Report
The Clevry Leadership Report provides organisations and individuals with a set of indicators that show a respondents potential in a leadership role.
Based on the Clevry Leadership Model, the areas contained within the report are important attributes which can help to identify general potential for individuals aspiring to, or working within, a leadership role.
It is important to recognise that the qualities required of individual leaders may differ, depending on the role and the context. Organisations also require different capabilities from their leaders at different times. It is recommended that the information contained in this reports should therefore be considered in the light of these specific needs.
Every individual has their own strengths and preferences when it comes to their personal leadership style. It’s natural to have attributes that are stronger and also some that are lower in the report.
The report looks at 12 attributes within these 4 areas:
Working with others
Adopting a collaborative approach in order to achieve results for the team and the organisation; valuing the opportunity to work with others.
This area looks at the extent to which the respondent has a preference for working in a collaborative way with others, as well as their natural preference to work alongside others on a day-to-day basis.
Connecting and networking
Comfortable seeking out opportunities to network; willing to flex their approach with others to build mutually beneficial relationships.
This area looks at the extent to which the respondent feels comfortable and at ease in making connections with others. It also gives an indication about the extent to which they are likely to flex their approach when meeting others to help build relationships.
Adopting a supportive leadership style; making efforts to gain an understanding of the views of others. Motivated by caring aspects of a leadership role.
Responses in this area look at the extent to which there is a preference to being open to listen to the views and ideas of others, as opposed to putting across their own. It is also concerned with the extent to which the respondent is motivated by the more caring aspects of a leadership role.
Decision making and ambiguity
Confident to make quick leadership decisions when all the facts may not be available; relies on intuition and experience to cope with ambiguity.
This area focuses on the extent to which respondents feel comfortable making decisions relatively quickly when this is required. It also looks at the extent to which they are confident in doing so without a full and thorough analysis of data or where there is an element of ambiguity in the situation.
Driven towards challenge and the achievement of results; having a sense of being able to make a difference.
This area focuses on the tendency to be motivated by the achievement of outcomes and the extent to which respondents then believe they can influence over events around them to achieve outcomes.
Orientation towards making leadership decisions which take account of ethical or moral considerations; focused on taking a highly thorough and careful approach.
This area considers the extent to which the respondent relies more heavily on their value system, including ethical and moral considerations, when they make decisions as a leader. It also looks at their tendency to take a highly rigorous and careful approach to their work in order to ensure that the correct decision is made or the right course of action selected.
Confident in persuading or convincing others to support an idea, agenda or direction; comfortable in taking the lead.
Responses in this area look at the respondent’s tendency to be persuasive with others and to be persistent in influencing their views. It also considers their preference for being assertive in their communication, having a tendency to take the lead in a group.
Confidence and self-belief
Demonstrates inner confidence; remains positive in the face of criticism and tends to recover quickly from setbacks.
This area looks at the extent to which the respondent feels confidence in their own capabilities and has a tendency to exhibit high self-esteem. It also indicates the extent to which the respondent feels that they are resilient and robust in the face of criticism.
Coping with pressure
Remains calm in the face of challenge or stress; responds positively to working under pressure.
This area looks at the extent to which the respondent tends to remain calm when facing the demands of a leadership role. It also considers the extent to which they feel motivated by being placed under pressure or whether their preference is to work in a relatively peaceful or more settled environment.
Leading the Way
Learning and developing
Seeking new ways to get things done more effectively; values innovation; high drive for self-development and the building of new skills.
This area looks at the extent to which the respondent is drawn to the creation of new approaches and novel ways of achieving their goals. It considers their tendency towards innovation and the pursuit of self-development.
Focus on taking a longer term, ‘big picture’ view; demonstrates a positive outlook for the future.
Responses in this area look at the respondent’s preference for viewing issues from a longer-term strategic perspective and basing decisions with a long term vision in mind. It also considers the extent to which they have a tendency to take an optimistic view and feel that things are likely to unfold in a positive way.
Openness and change
Willing to embrace change and drive it forward; favours freedom and spontaneity to do things differently in the working environment.
This area considers the respondent’s preference for operating in an environment of change and willingness to support and progress change in the organisation. It also looks at their preference for being able to support this through favouring a culture where freedom and spontaneity are valued.
If your organisation is in the process of hiring for senior leadership positions or just looking at unearthing the leadership potential already within the business then take a look at our Leadership Report: