{' '} {' '}
Limited time offer
SAVE % on your upgrade.

Page 1

LJI Suite The Complete Leadership Judgement Indicator Michael Lock and Bob Wheeler


The Leadership Judgement Suite Leaders in thriving business environments must respond daily to complex challenges, diverse teams and hard decisions – while acting with the high level of competency required to effectively lead a team. The Leadership Judgement Indicator suite, developed by Michael Lock and Bob Wheeler of Formula 4Leadership, examines leadership capability from multiple angles for several outcomes: recruitment, assessment and development. The LJI suite of instruments can be used together or individually as proven, powerful and effective tools. In addition to the original LJI (now in its second edition, LJI‑2), we publish targeted leadership judgement assessments for global corporations (G-LJI) and sales leaders (S-LJI), as well as the dynamic Leadership Judgement Assessor (LJA). Whether used separately or together, the Leadership Judgement suite can guide any company through leadership selection, training and development.

How does the LJI work? We publish three versions of the LJI to gauge respondents’ decision-making and judgement skills in different management contexts. These criteria are tracked through 16 decision making scenarios and also assess the following: • Preferred style of leadership • Ability to adapt leadership style to the situation and resources at hand • Balance between delivering business results while also ensuring the continued motivation and loyalty of the team. The test taker is presented with conventional business scenarios and offered four potential responses. The relative appropriateness assigned to each response indicates a particular leadership style (Leader Directive; Leader Consultative; Leader Consensual; Leader Delegative) – which may or may not be appropriate given the situation. Each of the three versions can be selected by the test user directly from the Hogrefe Testsystem. The LJI suite has high levels of psychometric validity and reliability. Consequently, it can be used for selection (by accredited assessors), often in conjunction with a personality measure such as the NEO Personality Inventory.


Leadership styles Leader Directive I make the decision based on my ideas

Leader Consultative I make the decision based on our ideas

Leader Consensual We make the decision based on our ideas

Leader Delegative You make the decision based on your ideas

Unassisted

Researched

I solve the problem or make the decision based on the information I already have.

I obtain any necessary information from colleagues and then decide on the solution to the problem myself.

One-to-One

Group

I share the problem with colleagues individually, getting their ideas and suggestions, then I make the decision.

I share the problem with colleagues at a group meeting. I obtain their ideas and suggestions and then I make the decision.

Chaired

Team Player

I share the problem with my colleagues as a group. I coordinate and chair the discussion. Together we generate and evaluate alternatives and attempt to reach agreement on a solution.

I share the problem with my colleagues, but either rotate the chair or have no chair, as we generate alternatives and attempt to reach consensus on a solution together.

Informed

Ballistic

I provide colleagues with any relevant information I possess, establish parameters and objectives and ask to be kept in touch with the process. They have the responsibility to solve the problem.

I provide colleagues with any relevant information I possess, establish parameters and give them full responsibility to solve the problem. They come back to me when they have completed the task. Any solution they reach has my support.


Leadership Judgement Indicator (LJI-2) The highly acclaimed original LJI has been published in seven different languages to date. The UK version is normed against a general managerial population of 1,345 leaders. The scenarios have been found to be effective with leaders from the most senior board level to first line team leaders. The tool includes an enhanced Personal Insight Report and a Technical Report, finegrained scoring and solid psychometric data. Global Leadership Judgement Indicator (G-LJI) Developed for assessing leaders and leadership potential in organisations with an international reach, the G-LJI is comprised of scenarios designed to resonate with corporations worldwide. The G-LJI is normed against a population of 384 leaders ranging across 38 countries and 6 continents. Sales Leadership Judgement Indicator (S-LJI) Great sales people don’t always make good sales managers. The S-LJI is intended for use in the development of those in roles related to sales and sales performance. It provides an immediate, clear and telling picture of an individual’s strengths and weaknesses in terms of ability to effectively manage and lead a sales team. The norm group consists of 343 sales leaders, the majority of whom work in the UK. Leadership Judgement Assessor (LJA) The LJA examines managers’ leadership judgement using a unique dynamic assessment approach. The LJA’s innovative, interactive software can establish the extent to which a person has the capability and motivation to further develop their leadership judgement. It brings theory into real-world practice by exploring the individual’s decision making processes in situations they themselves have described, rather than asking people to respond to artificial scenarios. When used in conjunction with one of the LJI psychometrics, the LJA’s dynamic assessment approach becomes even more powerful and conclusive.


“A particular plus of the LJI approach is that we are getting early indicators of its usefulness in some international settings ... a powerful addition to the suite of instruments we use in development ... the LJI goes beyond just broad style preferences, unlike many other leadership instruments.� Director of People Development at an international organisation

t Visi refe. hog tml . w ww k/lji.h co.u


Also available from Hogrefe: NEO Personality Inventory, 3rd Edition: The NEO is the gold standard assessment of the Five Factor Model of personality. Unlike traditional workplace measures, which shy away from the assessment of emotional stability, the NEO-PI-3 provides the most comprehensive approach to assessing temperament and behavioural style in the workplace. Use the NEO for candidate selection, talent development, team building and coaching. Primary Colours® Leadership Report: The Primary Colours® Leadership Report merges the in-depth personality profile of the NEO with the proven Primary Colours® Model of Leadership to create a clear, comprehensive narrative report on an individual’s leadership suitability. Based on the Primary Colours® Model of Leadership (Pendleton & Furnham), the report is a new paradigm for relating personality to leadership capability and focuses directly on the compatibility of an individual’s personality with the leadership tasks their role demands. Decision-making and Self-regulation Assessor (DASA): The DASA is the first dedicated measure of an individual‘s capacity to self-regulate and make sound decisions – often important facets in the process of selection, development and coaching. Unlike tests of ability (measuring what people can do) or personality (measuring what they believe and value, or how they behave), the DASA measures how people actively manage themselves and make their own choices.

Hogrefe Ltd Hogrefe House Albion Place Oxford, OX1 1QZ Tel. +44 (0)1865 797 920 Fax +44 (0)1865 797 949

consulting@hogrefe.co.uk www.hogrefe.co.uk @hogrefeltd /company/hogrefe-ltd hogrefeltd

Profile for Hogrefe Ltd

Leadership Judgement Indicator  

Leadership Judgement Indicator