Page 306 - The extraordinary leader

Research Methodology • 283

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90 84
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Leadership Effectiveness Percentile Score 60 35
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0 1 2 3 4 5 6
Number of Strengths

Figure A-2 Impact of Strengths on Overall Effectiveness

Extraordinary Leader 360-degree assessment and the 16 differentiating com-
petencies. To conduct the study, we calculated percentile scores on each of
the 16 differentiating competencies. We determined that a profound strength
was a competency at the 90th percentile or higher. We also calculated per-
centile scores on the overall leadership effectiveness index, which is the over-
all average of 49 items assessing leadership effectiveness. Note that the results
on this broader study are very close to the results listed in Chapter 6.
After the publication of the first edition of The Extraordinary Leader, there
was some criticism regarding this study. The criticism centered on the fact
that the overall leadership effectiveness index and each of the individual com-
petencies used to determine strengths were part of the same measure. That
being said, it is no surprise that with the addition of strengths, the overall effec-
tiveness percentile score increased. What impressed us in the research was
not that the scores went up but rather the substantial increase that came from
just a few strengths. To show the impact of strengths, we did an additional
study with 1,040 leaders. In this study, we examined some additional inde-
pendent measures that showed the impact of strengths. The 360-degree assess-
ment data was collected from managers, peers, and direct reports. Leaders
were assessed on 16 dimensions. Leaders with strengths (e.g., a competency
at the 90th percentile) were identified. The total results (e.g., average of man-
ager, peers, and direct reports) were assembled. This data set also included a