2012 11-20 mlq30 management and leadership questionnaire

Management and Leadership Questionnaire

Management and Leadership QuestionnaireLeadership Assessment and Development

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This is a self-playing presentation about the Management and Leadership Questionnaire which is published by MySkillsProfile.com, and pan, a TALX company.1

ContentsPurposeApplicationsDevelopment approachConcept modelWhat the scales measureScoring approachFeedback reportTechnical propertiesMYSKILLSPROFILE 20122

In the next fifteen minutes, we will look at the purpose of the test, some different applications for it, how the test was developed and the model of leadership skills and competencies that lies behind the test. We will define what the scales measure, how an individuals responses are transferred into standardized scores and the design and contents of the computer generated feedback report. In the final part of the presentation, we will cover the technical properties of the instrument and what reviews of the test have said.2

PurposeIndividualAssess management and leadership style and competencies and provide recommendations for performance improvementCorporateBenchmark group competencies and provide recommendations for organizational development

MYSKILLSPROFILE 20123

The MLQ30 leadership assessment test has two purposes. First, at the individual level, the purpose of the instrument is to assess a person's management and leadership skills, style and competencies, and give them suggestions about how to improve their performance and reach their potential. Second, at the corporate or organizational level, the purpose of the instrument is to benchmark the skills and competencies of a group of executives, to, for example, help understand where their strengths and weaknesses lie, and to help design learning and development programs.3

ApplicationsSelection interviewsAssessment centersExecutive educationCoachingTeam buildingTraining needs analysis/metricsMYSKILLSPROFILE 20124

The test is suitable for different scenarios. Here are some examples. In selection, the test provides a framework of competencies to compare candidates against, and use as the foundation for competency-based interviews. In assessment centers, the MLQ30 profile provides information about a candidates leadership level, style, strengths and development needs, to put alongside information from in-tray and group exercises. In executive education programs, the instrument will help students to understand and reflect on their strengths and development needs. In coaching, the interpretive report provides a structure for the coach and client, to jointly explore the clients management and leadership skills and competencies. And in team building, sharing profiles will help the team to understand the range of skills and competencies that the team possesses, and it will help reveal gaps in the teams capabilities. Finally, the data from a group of completed profiles will provide metrics about an organizations management capability and training needs.4

Development ApproachReview of literature on management and leadershipAnalysis of existing organizational competency frameworksDevelopment of concept modelGeneration of items for scalesOnline trial of draft questionnaire Reliability and factor analysisRevision of items and scalesGeneration of normsMYSKILLSPROFILE 20125

This is a summary of how the test was developed. Development started with a review of the literature on management and leadership, to identify characteristics of effective leaders. The authors then examined published competency frameworks, to identify the competencies that occurred frequently under management and leadership. These activities led to the generation of a concept model of management and leadership. The model is described in the next slide. The authors then wrote items for scales, and developed a trial questionnaire, which was made available as a free test on the internet. There followed an iterative process of analysis and revision until the questionnaire demonstrated acceptable reliability. Norms for the questionnaire were then developed and data on validity was collected. 5

Concept ModelMYSKILLSPROFILE 20126

The concept model has two key factors: management, and leadership. In each of these areas, there are three clusters of five competencies. The leadership key factor comprises transformational competencies, to do with strategic and creative thinking, leading and deciding, and developing and changing. The management key factor comprises transactional competencies, to do with implementing and improving, communicating and presenting, and relating and supporting. The test is called the MLQ30 because it has thirty competency scales.6

What the Scales MeasureLeadership/Transformational Competencies1Strategic and Creative ThinkingCompetency Requirements1.1Thinking and managing globallyKeep up to date with global trends, review the company's position, develop business relationships in other countries.1.2Developing strategy and acting strategicallySee the big picture, pick up changes in the marketplace, review and analyze the business unit's strategy.1.3Managing knowledge and informationKeep up with advances in business area, benchmark performance against industry leaders, seek advice from experts.1.4Creating and innovatingHelp people to think differently about a problem, get buy-in for creative ideas, turn novel ideas into reality.1.5Managing costs and financial performanceRead and interpret financial reports, set financial targets, review and improve financial performance.2Leading and DecidingCompetency Requirements2.1Attracting and managing talentHelp new employees get up to speed quickly, give people challenging job assignments, monitor peoples performance.2.2Motivating people and inspiring them to excelCommunicate high expectations of people, trust capable people to do their work, celebrate team achievement.2.3Coaching and developing peopleProvide people with assignments to develop their skills, give timely coaching, act as a role model for development.2.4Managing culture and diversityDefine acceptable workplace behavior, challenge bias and intolerance, act as a role model of inclusive behavior.2.5Making sound decisionsAssess options and risks, consult people and take their views and ideas into account, act decisively.3Developing and ChangingCompetency Requirements3.1Displaying initiative and driveStart tasks right away, get things done quickly, be ready to go the extra mile.3.2Showing courage and strengthDo what is right despite personal risk, say no when necessary, have the courage to take tough decisions.3.3Learning and developing continuouslySeek feedback, set personal development goals, show a sense of humor and perspective.3.4Managing and implementing changeSell the benefits of change, model the change expected of others, establish roles and structures to support change.3.5Adapting and coping with pressureAdapt quickly to new situations, handle stress successfully, keep composure in difficult circumstances.


This table shows the leadership scales, and what the scales measure. Look at the first scale in the area of strategic and creative thinking at the top of the table. It is called thinking and managing globally. It measures how skilled you are at, for example, keeping up to date with global trends, reviewing the companys global position, and, developing business relationships with people in other countries. You will find more detailed descriptions of the scales, and how to interpret scale scores, in the user manual.7

What the Scales MeasureManagement/Transactional focus4Implementing and ImprovingCompetency Requirements4.1Executing strategies and plansProvide direction and support, delegate responsibility to the appropriate people, hold people accountable for delivery.4.2Improving processes and systemsAllocate responsibility for improvement, learn lessons from process breakdowns, improve business processes.4.3Managing customer relationships and servicesSet high standards for customer service, exceed customer expectations, resolve customer issues quickly.4.4Analyzing issues and problemsGather information from a wide variety of sources, approach problems from different angles, brainstorm possible solutions with others.4.5Managing plans and projectsDevelop bold plans, obtain resources to carry out projects, manage critical dependencies and risks.5Communicating and PresentingCompetency Requirements5.1Facilitating and improving communicationCreate a climate where people share views and ideas, exchange information with the team, bosses and stakeholders.5.2Influencing and persuading peoplePromote views and ideas, influence people by addressing their needs and priorities, negotiate effectively.5.3Managing feelings and emotionsKnow which emotions you are feeling and why, handle other peoples feelings and emotions sensitively.5.4Speaking with confidence and presenting to groupsDemonstrate presence, communicate with self-assurance, give effective presentations to groups.5.5Writing and reportingProduce clearly written reports, write effectively for different audiences, edit other people's written work skillfully.6Relating and SupportingCompetency Requirements6.1Relating and networkingWork effectively with other people, build rapport and keep others in the loop, use networks to get things done.6.2Listening and showing understandingPut people at ease, pay attention to their feelings and emotions, listen without interrupting.6.3Building trust and modeling integrityAct in accordance with values and principles, give consistent messages, keep promises.6.4Identifying and resolving conflictEncourage debate, bring disagreements into the open, address and resolve conflict early.6.5Cultivating teamwork and collaborationSet the team's direction and priorities, review the team's successes and failures, help team members work well together.


This table is in the same format as the previous one. It shows what the management scales measure. These two tables show, that the MLQ30 assesses a person's leadership and management capability, rigorously and comprehensively. Read chapter 3 of the user manual, to develop your understanding of the MLQ30 scales.8

What the Scales MeasureScale 1.1. Thinking and managing globallyCompetency DescriptionKeep up to date with global trends, review the company's position, develop business relationships in other countries.High ScorerCompetence LevelMuch more competent than the average manager in the comparison group.Example scale itemDiscussing global business trends.Moderate ScorerCompetence LevelDemonstrates average/moderate level of competence.OrIs fairly confident about ability to think globally.OrHas some knowledge and understanding of how to manage a global business but needs more experience.Low ScorerHas little knowledge and experience of how to operate and compete globally.Relationships with Other ScalesPositiveStrongest correlations withManaging knowledgeDeveloping strategyManaging money


This is an example of the more detailed scale descriptions that you find in the user manual. This table shows how to interpret high, moderate, and low scores on the scale that measures a persons ability, to think and manage globally. It gives an example of the scale items, discussing global business trends. It also shows which other scales this scale has strong correlations with. Thinking and managing globally, has strongest correlations with, managing knowledge, developing strategy, and managing money.9

Scoring ApproachStenPercentile MeaningLevelCompetence8-10A score of 8 is higher than about 90% of the comparison group5Very well-developed competency/key strength to capitalize on7A score of 7 is higher than about 75% of the comparison group4Well developed competency/emerging strength5-6A score of 5 is higher than about 40% of the comparison group3Moderately well developed competency/mid-range skill4A score of 4 is higher than about 25% of the comparison group2Less developed competency/embryonic skill1-3A score of 3 is higher than about 10% of the comparison group1Least developed competency/possible flaw


In the MLQ30, raw scores are transformed into Standard Ten, or sten, scores, to indicate a test takers approximate position to other managers in the population. This table shows how to interpret sten scores, using percentiles, leadership levels, and definitions of competence. For example, a person who gets a sten score of 7 on a scale, has scored higher than about seventy five per cent of managers in the benchmark group. This is defined as level four, and it indicates a well-developed competency, and an emerging strength. Scores in the range of four to seven can be interpreted as average scores, with seven being high average, and four being low average. A sten of 8 or more suggests above average or outstanding performance, and a sten of 3 or less suggests below average, or low performance.10

Feedback ReportIntroductionMLQ30 competency frameworkLeadership profile summaryLeadership levelManagement versus leadership focusTask/conceptual versus people/social focus Situational leadership effectivenessManagement and leadership competency scorecardsNext steps


The MLQ30 feedback report is written in the second person, self help style, and is a mixture of text and graphics. The introduction describes what the test measures, and how to interpret scores. The second section defines what the scales measure. The report then provides a concise one page summary, of the executives leadership level, leadership style, and situational leadership effectiveness. The next five sections describe the respondents style and competencies in more detail, and there is a final section with suggested next steps. There is also a link in the final section to a downloadable performance improvement guide. The report gives a wide-ranging description of a person's style and competencies, but it is not overly long.11

Leadership LevelMYSKILLSPROFILE 201212LevelCore Competencies5Outstanding leader who delivers exceptional performance through a combination of well-developed skills and competencies in management and leadership.4Effective leader who possesses many well-developed skills and competencies in management and leadership.3Competent manager who possesses moderately well-developed skills and competencies in management and leadership.2Junior-level manager with some moderately well-developed skills and competencies in management and leadership and some weaker areas and gaps.1Individual contributor who needs to boost management and leadership skills and competencies in order to join the management ranks.

The MLQ30 indicates an executives approximate leadership level using a five level model similar to the Level 5 Leadership framework developed by leadership author Jim Collins in his book Good to Great. In the MLQ30 framework, a level 5 leader is defined as an outstanding leader who delivers exceptional performance through a combination of well-developed skills and competencies in management and leadership. At the other end of the continuum, a level one leader is defined as an individual contributor who needs to boost their management and leadership skills and competencies in order to join the management ranks. The leadership level indicator is based on an executives total score on the questionnaire. In order to achieve a level 5, you need to score in the top 10 per cent.

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Management versus LeadershipMYSKILLSPROFILE 201213

One aspect of an executives style is based on an assessment of how far they focus on managing and how far they focus on leading. The feedback report positions executives on a leadership style matrix based on their scores on the scales that measure transformational and transactional competencies. This matrix classifies executives into four styles: leader, strategist, manager, and individual contributor. The objective is to encourage executives to think about their current style and what they need to do to become more effective leaders.13

Task versus People ApproachMYSKILLSPROFILE 201214

A second aspect of an executives style is based on an assessment of how far they focus on people issues, and how far they focus on task issues. The feedback report positions executives on a leadership style matrix, based on their scores on the scales that measure people-related competencies, and task-related competencies. This matrix classifies executives into four styles: executives who have a balanced people and task focus, executives who have a people focus, executives who have a task focus, and, executives who have an embryonic approach. Once again, the objective is to encourage executives to think about their current style, and what they need to do to become more effective leaders.

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Situational Leadership EffectivenessMYSKILLSPROFILE 201215

Effective leadership varies according to the people that are being led, and according to the task, job, or function that needs to be carried out. This slide shows part of the situational leadership effectiveness chart that appears in the feedback report. It shows how far an executive is likely to be effective, in situations where particular types of competencies are required. For example, this is the profile of an executive who is quite likely to require some development and support, in situations where strong leadership skills are required, and where a transformational leader is required to deliver change. 15

Competency ScorecardsMYSKILLSPROFILE 201216

Strategic and Creative Thinking

The feedback report has six scorecards showing the MLQ30 scale scores. Each scorecard shows the person's sten score, the percentile score, and their current level of competence, on the area assessed. This scorecard shows scores on the five competencies, that are aspects of strategic and creative thinking. In this profile, you can see that thinking and managing globally, and managing knowledge and information, appear to be strengths, whereas creating and innovating, looks like an area to focus development on.16

Development TipsStrategic and creative thinking1.1 Thinking and managing globally First-levelaRead The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave.bLook for a position or project that will give you international experience.cAttend a course or conference on how to do business overseas.dIdentify colleagues who can coach/advise you on doing business overseas.eInvestigate the organizations global market position. MiddleaRead The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave.bFind out more about the companys international strategies.cResearch business practices in other countries.dBuild contacts with colleagues working in other countries.eInvestigate the strategies of your competitors in other countries.Senior aRead The New Secrets of CEOs: 200 Global Chief Executives on Leading by Steve Tappin and Andrew Cave.bReview and refresh the companys international strategies.cForecast how international developments and trends will affect the organizations position.dAct as a mentor/coach on how to do business in other countries.eReview the organizations image and reputation in other countries.


The MLQ development guide contains practical tips and recommendations, and a development planning template, to help those who have taken the test, think about and plan development activities. The booklet contains reading recommendations and suggestions, for first-level, middle, and senior managers. This slide shows the type of suggestions and recommendations that appear in the booklet. There is a link to download the booklet in the next steps section of the feedback report.17

Technical PropertiesReliabilities range from 0.78 to 0.92 and the median scale reliability is 0.86Correlations with job performance range from 0.22 to 0.42 with a median correlation of 0.36Standardization sample has roughly equal numbers of men and women. The mean age of the sample is 37 years.No need for separate norms for men and women, or for managers at different levels or different age groups.Registered test with BPS Psychological Testing Centre (PTC). Submitted to Buros Center for Testing for review.


The MLQ30 was designed to meet the standards of a modern psychometric test. It has been reviewed by the British Psychological Society, Psychological Testing Centre. The review by the Buros Center for Testing will be published in the 2013 Mental Measurements Yearbook. The British Psychological Society, Psychological Testing Centre, assessed the overall adequacy of the norms as good, and the overall adequacy of the validity and reliability of the instrument, as satisfactory or reasonable. The instrument is supplied with one set of international norms, with the vast majority of respondents coming from the USA, Canada, the UK, Australia and New Zealand. Although there are statistically significant differences related to management level, gender, and age, the observed differences are very small, so there is no need for separate norms for men and women, or for managers at different levels, or different age groups.18

Further InformationDownload the User Manual--click hereHave a look at an example feedback report--click herePurchase an individual assessment--click hereOpen an account to test a group--click hereMore questions--email us


If you are interested in using the MLQ30, but want to know more about it, reading the user manual and having a look at a sample report are a good place to start. You can also download these documents using the links below, and you can also get them from our website.

Thank you for your interest in the MLQ30.19

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2012 11-20 mlq30 management and leadership questionnaire

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