JPI: Leadership

1. This job evaluation should ideally be coordinated by a member of the human resources team acquainted with the particular job within the company, assisted by other staff members selected from all interest groups’ inter alia, the person to whom the particular job reports, as well as other staff members with one or the other angle on the particular position, such as the previous or present incumbent, a subordinate who reports to the person in that job, a colleague who works in close collaboration with the person in the particular job, members of the affirmative action committee and the trade union who have one or the other angle on the job in question etc.

2. At least FIVE, preferably more committee members, should individually and independently complete the Job Profiling Inventory. Results must then be fed into the computer for evaluation and a final ranking. It is of the utmost importance that no discussions be allowed among JPI members. Each member completes his or her form independently and individually, without any prior consultation or discussions with any of the other members.

3. Use the JPI (Leadership) for the selection of FOUR additional Leadership competencies for a job that requires specialized ability in Leadership skills.

4. Follow the following instructions for the selection and ranking of the dimensions of the job by means of the JPI job evaluation procedure:

(a) First select from the total of TWELVE Leadership competencies in the JPI (2401=2412) the FOUR competencies that, to your mind, are the most important leadership competencies for success in the particular job. On your separate answer sheet, circle either a 4 or a 5 next to the number that refers to each of these FOUR most important leadership competencies you have selected, to indicate how important [5 = ESSENTIAL and 4 = IMPORTANT] you regard each one of these FOUR competencies.

(b) Then go back to the remaining EIGHT competencies in the leadership list. Select the FOUR next most important leadership competencies for success in this job from the list. Next to each of these on your separate answer sheet, circle a 3, which indicates that these FOUR next most important leadership competencies are both regarded USEFUL.

Pib Speex 2400: Specialised Dimension Leadership

• 2401 Visioning

Visioning refers to the potential or capacity to develop a clear vision of desirable future conditions and the ability to provide direction in terms of action aimed at certain future outcomes and ends.

• 2402 Participative Management

Participative Management refers to the potential or capacity to build common ownership of commitment to group goals, shared (team) vision, decision-making, problem-solving and management.

• 2403 Effort Focusing

Effort Focusing refers to the potential or capacity to inspire team members into striving towards a shared goal/vision.

• 2404 Transparency

Transparency refers to the potential or capacity of openness and free sharing of information with others, as opposed to merely dishing out instructions.

• 2405 Empowerment

Empowerment refers to the potential or capacity to create conditions of willingness among followers to follow the goal or vision, by allowing them to be productive, to display initiative and to perform job-related activities and by removing obstacles hindering growth and achievement.

• 2406 Big Picture Thinking

Big Picture Thinking refers to the potential or capacity to realise the immediate and long-term implications and impacts of environmental trends, decisions, events actions and problems regarding business, on followers’ and own performance.

• 2407 Goal Setting

Goal Setting refers to the potential or capacity to create objectives and plans which integrate the needs of diverse views and groups.

• 2408 External Motivation

External Motivation refers to the potential or capacity to motivate team members by means of tangible rewards.

• 2409 Decisiveness

Decisiveness refers to the potential or capacity to show readiness and ability to make decisions, render judgment, act and apply corrective measures whenever the situation demands.

• 2410 Applied Strategic Planning

Applied Strategic Planning refers to the potential or capacity to utilise big picture understanding in a level-headed, practical and proactive manner to plan appropriate courses of action in realising the strategic goals of the organisation.

• 2411 Action Planning

Action Planning refers to the potential or capacity to plan, prioritise and systematise the action in line and in harmony with the required resources.

• 2412 Organising

Organising refers to the potential or capacity to arrange the availability and allocation of required resources, the designing and utilisation of control systems as well as the delegation and coordination of the tasks and duties of individuals and groups.