The Critical Role of Behavior
in Management Success
20 2DecisonDynamicsLC
Predicting Success in Management Careers
Presentation to the HEC School of Management
Decision Dynamics
© Decision Dynamics LLC
An Important Observation
“Research clearly shows that the vast majority of
executives who fail in their job do so because of
behavioral or cultural issues, not because of lack
of skill or experience.
It therefore seems odd that most of the emphasis
in business education, succession planning and
hiring still focuses almost exclusively on skills
and experience.”
20 2DecisonDynamicsLC
Warren Bennis
Decision Dynamics
© Decision Dynamics LLC
Drivers of Management Success
Aptitudes
Knowledge
Education
Skills
Experience
Motivation
X
Behaviors
Leadership Styles
Thinking Styles
Emotions
=
Success
Values
Motives
Expectations
20 2DecisonDynamicsLC
Situation
Strategy
Organization
Culture/Value System
Job Requirements
Decision Dynamics
© Decision Dynamics LLC
What Styles Are
and
What Styles Aren’t
 It’s all about Situational Fit – no absolute “goods” or
“bads”
• Different from traditional IQ and Aptitude assessments
• Habits of thinking and deciding
 Unrelated to general intelligence
 Formed through experience
20 2DecisonDynamicsLC
• Experience with other people - culture
• Direct experience with information and decisions
 Styles can and do change
 Effectiveness depends on the situation
Decision Dynamics
© Decision Dynamics LLC
Key Dimensions of Decision Styles

Information Use
• Amount of information actually used in the process of making
decisions and solving problems

Solution Focus
20 2DecisonDynamicsLC
• Zeroing-in on a limited number of clear-cut solutions or courses of
action vs. identifying multiple solutions and/or alternate courses
of action
Decision Dynamics
© Decision Dynamics LLC
Korn/Ferry Behavioral Assessment Model
Dimension I: Information Use
High
Maximizer
Level of
Understanding
Satisficer
Dimension II: Solution Focus
Low
20 2DecisonDynamicsLC
Low
Amount of information Used
High
d
a
t
a
UNI FOCUSED
STYLE
d
a
t
a
MULTI FOCUSED
STYLE
Decision Dynamics
© Decision Dynamics LLC
Two Faces of Styles
Leadership (Interpersonal) Style and Thinking (Task Performance) Style
 Leadership Styles
• Styles used when people are watching themselves attempting to behave as they believe they should behave
 Thinking Styles
20 2DecisonDynamicsLC
• Styles used when people are not watching themselves and
not thinking about how they should behave -- when they are
focusing on a task or situation or are absorbed in a problem
Decision Dynamics
© Decision Dynamics LLC
KFI Decision Style Assessment
Information Use
Quality-oriented
Data-driven
Thorough
Logical
Serious
Dominant
20 2DecisonDynamicsLC
Intuitive
Fast
Changeable
Adaptive
Open
Informal
Outgoing
Humorous
Leadership
Terse
Clear
Focused
Directive
High
Intellectual/Complex
Thinking
Participative/Creative
Thinking
Leadership
Leadership
Quick
Steady
Productive
Efficient
Social/Flexible
Thinking
Leadership
Multi-Focused
Focus
Uni-Focused
Low/Mod
Task/Action-Focused
Thinking
Exploratory
Analytic
Creative
Patient
Inquisitive
Listening
Team-oriented
Decision Dynamics
© Decision Dynamics LLC
Emotional Competency Definitions

Ambiguity Tolerance: The capacity to deal with uncertainty and
unanticipated change

Composure: The capacity to remain cool in the face of adversity or
frustration

Confidence: The willingness to take on challenges and risk

Empathy: The ability to objectively perceive other’s strengths and
weaknesses

Energy: The capacity to handle demanding tasks without tiring or
losing motivation

Humility: The capacity to see or do things in different ways without
imposing one’s preferred way
20 2DecisonDynamicsLC
Decision Dynamics
© Decision Dynamics LLC
Decision Styles: Getting Down to the
ROOTS of Behavioral Competencies
Organizing
Events
Meeting
Commitments
Productivity
Listening
Articulating
Responding
Ideas
Cooperating
to Others
Communicating
Resolving
Expectations
Adapting
Conflicts
to Change
Recognizing
Trends
Initiating Generating Ideas
Relationships
Creativity
Planning
20 2DecisonDynamicsLC
Delegating
Behavioral
Competencies
Decision
Style
Roots
Action
Style
Flexible/
Social
Style
Participative
Style
Complex
Style
Decision Dynamics
© Decision Dynamics LLC
Validation Research
 We randomly selected 110,000 managers/executives from our assessment database of
over 500,000 individuals
 We divided sample into five management levels
Supervisor
Director
Manager
Vice President
Executive – “C” Level
 We split each level into the most and least successful and compared the decision
styles of both groups
20 2DecisonDynamicsLC
 Key findings
• Behavioral competency scores were markedly different between the two groups and
between management levels
• Successful executives have markedly different leadership and thinking styles
• Results offer insights that challenge traditional competency theory – namely,
required behavioral competencies differ materially by level and role
Decision Dynamics
© Decision Dynamics LLC
Leadership Styles by Management Level
Most Successful Managers and Executives
(N = 21,355)
1.5
Averaged Standardized Assessment Scores
1.0
0.5
0.0
20 2DecisonDynamicsLC
-0.5
-1.0
-1.5
Supervisor
Manager
Task
Director
Social
Intellectual
Vice President
Executive
Participative
Statistical probability that style differences between levels could have occurred by chance (ANOVA results):
 Decisive Operating Style = 0.00%
 Flexible Operating Style = 0.00%
 Hierarchic Operating Style = 0.00%
 Integrative Operating Style = 0.00%
Decision Dynamics
© Decision Dynamics LLC
Thinking Styles by Management Level
Most Successful Managers and Executives
(N = 21,355)
0.4
0.3
Averaged Standardized Assessment Scores
0.2
0.1
0.0
-0.1
-0.2
20 2DecisonDynamicsLC
-0.3
-0.4
-0.5
-0.6
Supervisor
Manager
Action
Director
Flexible
Complex
Vice President
Executive
Creative
Statistical probability that style differences between levels could have occurred by chance (ANOVA results):
 Decisive Operating Style = doesn’t differ significantly between levels
 Flexible Operating Style = 0.0%
 Hierarchic Operating Style = 1.3%
 Integrative Operating Style = 3.4%
Decision Dynamics
© Decision Dynamics LLC
Leadership Role Styles by Mgmt Level
Contrasts: Top 20% vs. Total Sample vs. Bottom 20%
Top 20%
Average
2.00
2.00
1.50
1.50
1.00
1.00
0.50
0.50
0.00
0.00
-0.50
-0.50
-1.00
-1.00
-1.50
-1.50
-2.00
-2.00
Supervisor (n =
1,258)
Manager (n = 7,358)
DECISIVE
Director (n = 6,061)
FLEXIBLE
Vice President (n =
4,622)
HIERARCH
n = 6,275
(Supervisor)
Sr. Executive (n =
4,486)
n = 36,680 (Manager) n = 30,102 (Director)
DECISIVE
INTEGRAT
FLEXIBLE
n = 23,057 (Vice
President)
HIERARCH
n = 22,475 (Sr.
Executive)
INTEGRAT
Bottom 20%
20 2DecisonDynamicsLC
2.00
1.50
1.00
0.50
0.00
-0.50
-1.00
-1.50
-2.00
Supervisor (n =
1,612)
Manager (n = 7,102)
DECISIVE
Director (n = 5,987)
FLEXIBLE
Vice President (n =
4,614)
HIERARCH
Sr. Executive (n =
4,684)
INTEGRAT
Decision Dynamics
© Decision Dynamics LLC
Leadership Role Styles by Mgmt Level
Contrasts: Top 20% vs. Total Sample vs. Bottom 20%
Top 20%
Average
0.80
0.60
0.60
0.40
0.40
0.20
0.20
0.00
0.00
-0.20
-0.20
-0.40
-0.40
-0.60
-0.60
Supervisor (n =
1,258)
Manager (n = 7,358)
DECISIVE
Director (n = 6,061)
FLEXIBLE
Vice President (n =
4,622)
HIERARCH
Sr. Executive (n =
4,486)
Supervisor (n =
6,275)
INTEGRAT
Manager (n = 36,680) Director (n = 30,102)
DECISIVE
Bottom 20%
FLEXIBLE
Vice President (n =
23,057)
HIERARCH
Sr. Executive (n =
22,475)
INTEGRAT
20 2DecisonDynamicsLC
1.00
0.80
0.60
0.40
0.20
0.00
-0.20
-0.40
-0.60
-0.80
Supervisor (n =
1,612)
Manager (n = 7,102)
DECISIVE
Director (n = 5,987)
FLEXIBLE
Vice President (n =
4,614)
HIERARCH
Sr. Executive (n =
4,684)
INTEGRAT
Decision Dynamics
© Decision Dynamics LLC
A Multi-Cultural Perspective – Leadership Styles
North America – Leadership Styles by Mgmt Level
0 .5 0
0 .4 0
0 .4 0
Australia,New Zealand – Leadership Styles by Mgmt
Level
0 .3 0
0 .3 0
0 .2 0
0 .2 0
0 .1 0
0 .1 0
0 .0 0
0 .0 0
-0 .1 0
-0 .1 0
-0 .2 0
-0 .2 0
-0 .3 0
-0 .3 0
-0 .4 0
-0 .4 0
E n try
M id d le
S e n io r
E n try
M id d le
Managem ent Lev el
T a sk (D e c i si v e )
S o c i a l (F l e x i b l e
I n te l l e c tu a l (H i e r a r c h i c )
S e n io r
Managem ent Lev el
P a r ti c i p a ti v e (I n te g r a ti v e )
T a sk (D e c i si v e )
20 2DecisonDynamicsLC
Latin America – Leadership Styles by Mgmt Level
S o c i a l (F l e x i b l e
I n te l l e c tu a l (H i e r a r c h i c )
P a r ti c i p a ti v e (I n te g r a ti v e )
UK, Northern & Western Europe - Leadership Styles by Mgmt Level
0 .1 5
0 .3 0
0 .1 0
0 .2 0
0 .0 5
0 .1 0
0 .0 0
- 0 .0 5
0 .0 0
- 0 .1 0
-0 .1 0
- 0 .1 5
-0 .2 0
- 0 .2 0
- 0 .2 5
-0 .3 0
E n try
M id d le
S e n io r
E n try
M idd le
Managem ent Lev el
T a sk (D e c i si v e )
S o c i a l (F l e x i b l e
I n te l l e c tu a l (H i e r a r c h i c )
Se nio r
Managem ent Lev el
P a r ti c i p a ti v e (I n te g r a ti v e )
T a sk (D e ci si v e )
S o c i a l (F l e x i b l e
I n te l l e ctu a l (H i e ra rc h i c )
P a r ti ci p a ti v e (I n te g ra ti v e )
Decision Dynamics
© Decision Dynamics LLC
A Multicultural Perspective – Thinking Styles
North America – Leadership Styles by Mgmt Level
Australia,New Zealand – Leadership Styles by Mgmt Level
0 .1 5
0 .1 5
0 .1 0
0 .1 0
0 .0 5
0 .0 5
0 .0 0
0 .0 0
-0 .0 5
-0 .0 5
-0 .1 0
-0 .1 0
-0 .1 5
E n try
M id d le
S e n io r
E n try
Managem ent Lev el
A c ti o n -F o c u s (D e c i si v e )
F le x ib le
C o m p l e x (H i e r a r c h i c )
M id d le
S e n io r
Managem ent Lev el
C r e a ti v e (I n te g r a ti v e )
A c ti o n -F o c u s (D e c i si v e )
F le x ib le
C o m p l e x (H i e r a r c h i c )
C r e a ti v e (I n te g r a ti v e )
20 2DecisonDynamicsLC
Latin America – Leadership Styles by Mgmt Level
0 .2 0
UK, Northern & Western Europe - Leadership Styles by Mgmt Level
0.10
0 .1 5
0.08
0 .1 0
0.05
0 .0 5
0.03
0 .0 0
0.00
-0 .0 5
-0.03
-0 .1 0
-0.05
-0 .1 5
-0.08
-0 .2 0
E n try
M id d le
S e n io r
A c ti o n -F o c u s (D e c i si v e )
F le x ib le
C o m p l e x (H i e r a r c h i c )
-0.10
Entry
Managem ent Lev el
Middle
Senior
Management Level l
C r e a ti v e (I n te g r a ti v e )
Action-Focus (Decisive)
Flexible
Complex (Hierarchic)
Creative (Integrative)
Decision Dynamics
© Decision Dynamics LLC
Matching Values to Organizational Culture
The Basis of Cultural Fit
20 2DecisonDynamicsLC
Decision Dynamics
© Decision Dynamics LLC
Four Different Career Patterns and their Motives
 Expert

Life-long focus on one
specialty
 Competitive

Fast progression up
the ladder


Expertise



Power & Influence
Stability & Security
Achievement
Many other motives
20 2DecisonDynamicsLC

Learning
 Lateral movement thru
different but related
occupations

Entrepreneurial



 Frequent moves between 
very different kinds of

work
Personal Growth
Creativity
Novelty
Independence
People Involvement
Decision Dynamics
© Decision Dynamics LLC
Career Concepts & Corporate Cultures
Competitive
Strategy
Structure
Valued
Performance
Factors
Rewards
Expert
Learning
Entrepreneur
Growth
Market share
Maintain share
Increase quality
Diversification
based on core
technology
Immediate
targets of
opportunity
Tall pyramid
Narrow span of
control
Flat & functional
Broad span of
control
Matrix structure
Open systems
High involvement
"Ad Hocracy"
Temporary
teams
Cost reduction
Leadership skills
Logistics mgmt
skills
Accuracy
Reliability
Technical
expertise
Creativity
Skill diversity
Team skills
Speed
Adaptability
Recognizing
opportunities
Promotion
Mgmt
incentives
Mgmt training
Fringe benefits
Tech training
Recognition
awards
Budget authority
Lateral assignments
Job rotation
Education
Creative latitude
Cash bonuses
Special
assignments
Job rotation
Independence
20 2DecisonDynamicsLC
Decision Dynamics
© Decision Dynamics LLC
Leadership Style Comparison
Sales and Marketing Executive
7
6
5.82
5.03
5
4.18
4
Sr. Marketing Executive
20 2DecisonDynamicsLC
Sr. Sales Executive
3.87
3.59
3.46
3.39
3
2.35
2
1
Task Focused
Social
Intellectual
Participative
Decision Dynamics
© Decision Dynamics LLC
Thinking Style Comparison
Sales and Marketing Executive
7
6
5.75
5.44
5.24
5
4.18
4
4.06
Sr. Marketing Executive
20 2DecisonDynamicsLC
3.91
Sr. Sales Executive
3
2.87
2.04
2
1
Action
Flexible
Complex
Creative
Decision Dynamics
© Decision Dynamics LLC
Emotional Profile Comparison
Sales and Marketing Executive
7
6
5.56
5.52
5.46
5
4.57
4.40
4.41
4.34
4.49
4.43
4.17
4.13
Sr. Marketing Executive
4
Sr. Sales Executive
20 2DecisonDynamicsLC
3.84
3
2
1
Ambiguity
Tolerance
Composure
Empathy
Mental Stamina
Humilty
Confidence
Decision Dynamics
© Decision Dynamics LLC
Download

Korn-Ferry Seminar on Executive Decision