Understanding and Interpreting the
Transformational Leadership Questionnaire
Kenneth M. Nowack, Ph.D.
3435 Ocean Park Blvd, Suite 203  Santa Monica, CA 90405
(310) 452-5130  (310) 450-0548 Fax
www.envisialearning.com
ken@envisialearning.com
Transformational Leadership Questionnaire
Presentation Outline
 Transformational Leadership
Questionnaire Online Process
 Understanding and Using Your
Transformational Leadership
Questionnaire Results
 Translating Awareness into Behavior
Change: Talent Accelerator
 Next Steps/Questions
“There are three things extremely
hard: steel, a diamond and to
know one’s self.”
Benjamin Franklin, 1750
Johari Window
Public
Blind Spot
You Know
About Me
Private
Unknown
You Don’t
Know
About Me
I know About
Myself
I Don’t know
About Myself
Introduction to
Transformational
Leadership Questionnaire
Transformational Leadership
Questionnaire
Transformational Leadership
 Painting a Picture
 Intellectual Stimulation
 Treating People as Individuals
 Career Development
Transactional Leadership
 Goal Setting
 Performance Monitoring and
Control
 Providing Feedback
Transformational Leadership Questionnaire
Features
 Measures 7 Competencies Focusing on
Transformational and Transactional
Leadership
 49 Behavioral Questions
 Online Administration
 Developed based on transformational
leadership models of Burns (1978) and Bass
(1985)
 Comprehensive Summary Feedback Report
Transformational
Leadership
Questionnaire Online
Process
Interpreting Your
Transformational Leadership
Questionnaire Feedback
Report
Emotional Reactions to Feedback: GRASP Model
Grin or Grimace
Recognize or Reject
Act or Accept
Strategize &
Partner
Emotional Reaction
Cognitive Reaction
Commitment Reaction
Behavioral Reaction
Transformational Leadership Questionnaire
Report
 Transformational Leadership Questionnaire
(TLQ360) Competency Definitions and Conceptual
Model
 TLQ360 Overall Competency Graphs (self and other
comparisons)
 Most Frequent/Least Frequent Behavior Summary
 Summary of Average Scores by Rater Category with
Statistical Measure of Rater Agreement
 Written Comments by Raters
 Developmental Action Plan
Confidentiality of the 360 Feedback Process
KEY POINTS
 All raters are anonymous except for the “manager”
 Online administration uses passwords to protect
confidentiality (Internet administration)
 No line or bar graphs are shown unless at least two
raters respond in a rater category (anonymity
protection)
 The summary feedback report is shared only with
the respondent and is intended for development
purposes only
 The respondent decides how much of the summary
feedback report he/she wants to share with others
Self-Other Perceptions:
What Are Others Really Rating?
BOSS
Performance
REPORTS
Derailment
Factors (EI)
PEERS
Leadership
Potential
Feedback Report Components
 Self-Other Comparisons
 Graphical Comparisons “Johari
Window”
 Most and Least Frequently Observed
Behaviors
 Summary of Average Scores
 Statistical Measure of Rater Agreement
 Written Comments
Transformational Leadership Questionnaire
Invited Raters Page
Transformational Leadership Questionnaire
Graphs Self-Other Perceptions
KEY POINTS
 Transformational Leadership Questionnaire
uses average scores based on the 1 to 7
frequency scale
 The bar graphs summarize self and other
perceptions on each of the 20 separate MV360
competencies
 The legend to the right of the graph will
summarize average score and number of
raters for each category
 Range of scores for each rater group are
graphed
Transformational Leadership Questionnaire
Transformational Leadership Questionnaire
Transformational Leadership Questionnaire
Most Frequent/Least Frequent Section
KEY POINTS
 The “Most Frequent” section and “Least Frequent”
section summarizes those competencies and
behaviors that were most frequently/least frequently
observed by various rater groups
 The number in the first column corresponds to the
average score for all raters providing feedback (1 to 7
scale)
 The “Most Frequent” should be considered as
perceived strengths to leverage and build on
 The “Least Frequent” should be considered as possible
behaviors to practice more frequently
Transformational Leadership Questionnaire
Behavior Summary
KEY POINTS
 Each Transformational Leadership Questionnaire
question is summarized and categorized in its
appropriate competency
 Average scores across all raters are reported for each
competency and question
 A statistical measure of rater agreement based on the
standard deviation is reported as a percentage—a score
less than 50% suggests that the raters providing
feedback had enough disagreement to warrant a
cautious interpretation of the average score reported
(e.g., raters had diverse perceptions and rated the
participant quite differently on that question or
competency)
Transformational Leadership Questionnaire
Written Comments Section
KEY POINTS
 Comments are randomly listed by all raters who
volunteered to share written perceptions to two
open-ended questions (perceptions of strengths
and development areas)
 Comments are provided verbatim from the online
questionnaire—no editing
 Some comments are specific, behavioral and
constructive—others may be less useful or hard to
understand
 It is important to focus on themes that emerge,
rather than, to dwell on any one individual
comment
Transformational Leadership Questionnaire
Comments Report
Transformational Leadership Questionnaire
Feedback Report Questions to Consider
 Do I understand my Transformational
Leadership Questionnaire feedback
report?
 Does it seem accurate/valid?
 Is the feedback similar or different for the
different rater groups?
 Are the areas perceived by others for
development relevant to my current or
future position?
 Am I motivated to change?
Transformational Leadership Questionnaire: Next
Steps
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Review your MV360 feedback report
Thank your invited raters and share something you
learned from their feedback
Use Talent Accelerator to identify specific
developmental goals & draft a development plan
Meet with your manager to discuss your plan
Implement your development plan
Track and monitor progress
Take the ViewSuite Pulse Mini-Evaluation in 6-10
months after completing your development plan
Re-assess Transformational Leadership
Questionnaire in 12-18 months
“Our life transformation is in exact
proportion to the amount of truth
we can take without running
away.”
Vernon Howard
Talent Accelerator Behavior Change Model
Conscious
Incompetence
Conscious
Competence
Talent
Accelerator
and
Coaching
Feedback
from
Assessments
Unconscious
Incompetence
Unconscious
Competence
Description of Talent Accelerator 2.0

Talent Accelerator is a web-based professional
development tool integrated with Envisia Learning
assessments

Talent Accelerator will provide you with a guided
process for developmental planning based on “Best
Practices” of how people successfully change

The online tool is designed to help translate awareness
from all of our assessments into lasting behavior
change
Components of Talent Accelerator 2.0

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Educates: Talent Accelerator resource library provides a comprehensive
source of over 1,500 readings, websites, media, and suggestions to
facilitate your development.
Monitors: Talent Accelerator provides you and your coach and/or
manager to track and monitor your development plan progress and easy
update through your email.
Coaches: Talent Accelerator sends an email to the individual’s coach
and/or manager about development plan progress and the most recent
progress update.
Promotes Insight: Talent Accelerator provides an opportunity for
participants to reflect on their 360-degree assessment report to
summarize strengths and potential development areas.
Teaches: Our development “wizard” will walk you through your 360
report and provide a structured way to allowing you to focus on those
competencies that are most important as well as facilitate goal setting.
Reminds: Talent Accelerator sends you weekly reminders about your
goal progress.
Selecting Development Areas
Jump Right in to Select Your Goals or Use our Wizard
Using Our Wizard
Step 1: Examining Your Feedback Report
Using Our Wizard
Step 2: Deciding Which Competencies are Important
Using Our Wizard
Step 3: Selecting Development Areas
Setting Development Goals
Use our Suggestions or Select Your Own
Setting Development Goals: Analyzing Your Success
Taking Ownership of Your Developmental Goal:
From Goal Intentions to Habit Triggers
Selecting Goal Mentors—Email Invitation
Selecting Development Areas
Competency Based Resource Library

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Content is maintained and updated weekly by a
human resources staff member
Industry specific competency libraries (e.g.,
healthcare, sales)
Resource categories include:
• Books
• Websites/Blogs
• Audio
• Video
• Articles
• Workshops/Seminars
Example Content from Our Resource Library
Goal Evaluation
Description
 Is not a reassessment of the initial 360 feedback
assessment
 Provides a metric of actual behavior change
 Provides coaches and organizations with a tool
to demonstrate the value of their 360 degree and
coaching interventions
Goal Evaluation
Getting Feedback on Your Goals
Talent Accelerator Goal Evaluation
Talent Accelerator Goal Evaluation
Talent Accelerator
Case Study
Talent Accelerator Case Study
 Business Issue: Department of pathology at a
leading University medical center wanted to
improve leadership performance coaching to
increase engagement and retention of talent
 Intervention:

Executive performance coaching workshop + 360
feedback and developmental planning (N = 15)

Pilot with one of the pathology Departments: 360
feedback + developmental planning + monthly follow
up lunch discussion/support meetings (N = 23)
Talent Accelerator Case Study
 Assessments included:

Executive View 360 (senior team)

Performance View 360 (departmental talent)

Talent Accelerator (used by talent)

Coach Accelerator (used by managers)
Talent Accelerator Case Study
Talent Accelerator Case Study Outcomes
 All participants created a development plan; 80%
completed progress on at least one competency they
targeted
 Participants targeted potential development areas rather
than strengths
 The average time to complete their plan was 53 days (SD
= 46 days) with 55% focusing on developmental
suggestions from our resource library, 23% focusing on
resource websites/Blogs, 12% reading books and the
remainder watching videos/podcasts
 Time series 360 (ANOVA) demonstrated significant
increase in interpersonal, task and communication
competency ratings in talent over 12-months
 80% completed at least one competency based action
plan
Talent Accelerator Research Summary
Intervention
Completion of Plans
360 Feedback Alone
< 5%
360 Feedback and Talent
Accelerator
15% to 25%
Coaching, Talent
Accelerator and Manager
Follow-Up
> 80%
Envisia 360 Feedback Study “Best Practices”
Provide individual coaching to assist in interpreting and
using the 360 feedback results
Hold participant and manager accountable to create and
implement a professional development plan
Track and monitor progress on the completion of the
development plan
Link the 360 intervention to a human resources
performance management process
Use 360 tools with sound psychometric properties
Target competencies for 360 feedback interventions that
are related to strategic business needs
Nowack, K. (2005). Longitudinal evaluation of a 360 degree feedback program: Implications for
best practices. Paper presented at the 20th Annual Conference of the Society for Industrial and
Organizational Psychology, Los Angeles, March 2005
Maximizing the Impact of 360 Feedback
• Some evidence that facilitated feedback enhances
successful behavior change
Seifert & Yukl, 2003; Nowack, 2005
• Some evidence that coaching coupled with 360
feedback can facilitate behavior change
Smither, J. et al. (2003). "Can working with an executive coach improve multisource
feedback ratings over time? A quasi-experimental field study." Personnel Psychology, 56,
23-44
• Some limited evidence that use of an online
development planning system and competency
based resource center can facilitate behavior
change with managerial involvement
Rehbine, 2006; Nowack, 2009
360° Feedback Selected References
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Nowack, K. & Mashihi, S. (2012). Evidence Based Answers to Ten Questions about Leveraging 360Degree Feedback. Paper presented at the SIOP Conference, San Diego, CA.
Mashihi, S. & Nowack, K. (2011). Clueless: Coaching People Who Just Don’t Get It. Envisia Learning,
Santa Monica, CA.
Nowack, K. (2009). Leveraging Multirater Feedback to Facilitate Successful Behavioral Change.
Consulting Psychology Journal: Practice and Research, 61, 280-297
Nowack, K. (2006). Emotional Intelligence: Leaders Make a Difference. HR Trends, 17, 40-42
Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.),
Intervention: 50 Performance Technology Tools, San
Francisco, Jossey-Bass, Inc., pp.34-46.
Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback
intervention. Training and Development, 53, 48-53.
Nowack, K. (1999). Manager View/360. In Fleenor, J. & Leslie, J. (Eds.). Feedback to managers: A
review and comparison of sixteen multi-rater feedback instruments (3rd edition). Center for Creative
Leadership, Greensboro, NC.,
Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and
Development, 52, 69-79.
Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, 2832.
Nowack, K. (1997). Congruence between self and other ratings and assessment center performance.
Journal of Social Behavior & Personality, 12, 145-166
Nowack, K. (1994). The secrets of succession. Training & Development, 48, 49-54
Nowack, K. (1993). 360-degree feedback: The whole story. Training & Development, 47, 69-72
Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management
development. Human Resources Development Quarterly, 3, 141-155.