Impact of Leadership on Business Performance – Leadership Analytical Concept

Figures & Tables

Enthusiasts
Engagement	EVP	Potential	Work - Life Balance	Satisfaction
High engagement level (healthy engagement)Sometimes very close to the margins where leaders should helped them not to cross over the line into the unhealthy engagement area	High EVPObserved company as a good place to workLike the organization's culture and see the opportunities for professional and personal growth.	High potentialGreat potential for creativity and innovations.Proactive and independent in decision - making process.Work effectively most of the working time	Good balanceBecause of high engagement, tend to deteriorate in this dimension.	Very satisfied with the organizational culture and work they do.

Parasites
Engagement	EVP	Potential	Work - Life Balance	Satisfaction
Regulary disengagedNegativ impact on others	Neutral EVPOnly determined by tie sallary	Different range od potentialFull leader's control to nuke them work effectively	Neutral to this dismesion (can have both high and low)Work less then they have to doNot ready to give even what expected from them	Not satisfied with workIf satisfied it is probably because they can shirk

Global Drivers	Macro Drivers
Good future perspective of the company	An inspiring leader
Work-life balance	Working environment that shows responsibility to the employees
Passionate about work	Working environment that supports individual improvement and passion
Promising career path for the employee	An inspiring leader
Safety	Working environment that shows responsibility to the employees
Organization responsibility for the employee	Working environment that shows responsibility to the employees
Education for competency improvement	Working environment that supports individual improvement and passion
Recognition	Managers who strive to peak team performance
Trust to leaders and leadership	An inspiring leader
Team empowerment	Managers who strive to peak team performance

	Quadrant III. Conation-Intrapersonal (Heart-Self) “Drive”
Factors	R² Range	Suggested Measures
8. Results orientation	.09–.19^a	Need for achievement—Thematic Apperception Test (McClelland, Atkinson, Clark, & Lowell, 1958)Need for achievement—Edwards Personal Preference Schedule (Edwards, 1959)Competitiveness index (Smither & Houston, 1992)
9. Perseverance	.09–.21^b	Perseverance (Stoltz, 1997)(Lack of) perseverance (Whiteside & Lynam, 2001)Work drive (Lounsbury, Gibson, & Hamrick, 2004)
10. Dedication	.08–.21^c	Extra-role behavior (Van Dyne & LePine, 1998)Work engagement (Schaufeli, Salanova, Gonzalez-Roma, & Bakker, 2002)Organizational citizenship behavior (Podsakoff & MacKenzie, 1989)Internal locus of control (Rotter, 1966)

	Quadrant I. Cognition-Extrapersonal (Head-Context) “Analytical skills”
Factors	R² Range	Suggested Measures
1. Intellectual curiosity	.15–.33^a	Intellectual curiosity (Kempa & Dube, 1973)Openness to experience (McCrae & Costa, 1997)Feedback-seeking strategy (Ashford & Tsui, 1991)Social intelligence (Silvera, Martinussen, & Dahl, 2001)
2. Strategic insight	.02–.18^b	Critical thinking (Watson & Glaser, 1994)Strategic thinking (Stumpf, 1988)Business acumen (Bassellier & Benbasat, 2004)
3. Decision making	.01–.58^c	Decision-making self-efficacy (Taylor & Betz, 1983)Decisiveness (Webster & Kruglanski, 1994)Assertiveness (Rathus, 1973)
4. Problem solving	.08–.21^d	Everyday problem solving—work domain (Cornelius & Caspi, 1987)Planful problem solving (Folkman, Lazarus, Dunkel-Schetter, DeLongis, & Gruen, 1986)Attributional complexity (Fletcher, Danilovics, Fernandez. Peterson, & Reeder, 1986)

	Quadrant I. Conation-Extrapersonal (Heart-Context) “Emergent leadership”
Factors	R² Range	Suggested Measures
11. Motivation to lead	.05–68^a	Motivation to lead (Chan & Drasgow, 2001)General managerial competence career anchor (Schein, 1978)Getting ahead, career success orientation (Derr, 1986)Peer nomination as a leader (Balthazard, Waldman, & Warren, 2009)
12. Self-promotion	.03–.71^b	Leader impression management (Gardner & Cleavenger, 1998)Influencing strategies and styles (Manning & Robertson. 2003)Charismatic leadership (Conger & Kanungo, 1994)Power (Finkelstein, 1992)
13. Stakeholder sensitivity	.25–.60^c	Customer orientation (Deshpandé, Farley, & Webster, 1993)Market orientation (Jaworski & Kohli, 1993)Networking behaviors (Forret & Dougherty, 2001)Political skill (Ferris et al., 2005)

	Quadrant II. Cognition-Intrapersonal (Head-Self) “Learning agility”
Factors	R² Range	Suggested Measures
5. Willingness to learn	.17–.30^a	Learning agility—Choices Architect questionnaire (Lombardo & Eichinger, 2003)Willingness to learn from experience (Zakay, Ellis, & Shevalsky, 2004)Ability to learn from experience—Prospector instrument (Spreitzer, McCall, & Mahoney, 1997)
6. Emotional intelligence	.01–.19^b	Emotional Quotient Inventory (Bar-On, 1997)Mayer-Salovey-Caruso Emotional Intelligence Test (Mayer, Salovey, & Caruso, 2002)
7. Adaptability	.06–.18^c	Adaptive performance (Pulakos, Arad, Donovan, & Plamondon, 2000)Behavioral flexibility (Kaiser, Lindberg, & Craig, 2007)Openness to change (Susskind, Miller, & Johnson, 1998)Proactive personality (Bateman & Crant, 1993)

Workers
Engagement	EVP	Potential	Work - Life Balance	Satisfaction
Engaged but not high as EnthusiastsMostly determined by the sallary as their primary motivation factor	Neutral EVPMostly determined by the sallary	An average potentialLess potential for creativity and innovations.Less proactive and independent in decision - making process then Enthusiasts.More leader's control to make them work effectively	Good balanceWork as much as they have to doNot ready to give above expected	Mostly determined by the sallary