Thanks to everyone who responded to our message about the Campbell-
Hallam Team Leader Profile (TLP), which was developed at the Center
for Creative Leadership in Colorado Springs. Our message to
several discussion groups generated over 300 responses from 14
countries (by comparison, a similar message in our company
newsletter, which is sent to about 70,000 people around the world,
generated only about 100 responses).
We were able to collect ratings from 1350 team members and 923
other observers, who rated 319 leaders in 42 companies. The
leaders also provided self-ratings.
Each leader was evaluated in the following areas:
Promoting Communication,
Focusing Energy,
Monitoring and Providing Resources,
Building Organizational Support,
Building and Utilizing Team Skills,
Building Commitment,
Clarifying the Mission,
Coordinating Activities,
Managing Conflict,
Supporting Members,
Promoting Team Learning,
Supporting Innovation,
Encouraging Feedback, and
Rewarding Performance.
Our findings show that leaders overrate themselves (relative to the
ratings by their observers) by half a standard deviation. Leaders
on average, however, receive high ratings from their team members
and other observers. For example, three out of four team members
indicated that their leader seriously considers their ideas and
opinions. The same number said their leader treats them as a
valued asset.
For more information about the survey and this research, see the
TLP web page at http://www.rmii.com/cds/tlp. Thanks again to all
those who participated in this phase of data collection.
Sincerely,
Glenn Hallam
Research Scientist
Center for Creative Leadership
|
