JPI: Leadership


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. 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 realize 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, take action and apply corrective measures whenever the situation demands
2410 Applied Strategic Planning
Applied Strategic Planning refers to the potential or capacity to utilize ��big picture understanding`` in a level-headed, practical and proactive manner to plan appropriate courses of action in realizing the strategic goals of the organization
2411 Action Planning
Action Planning refers to the potential or capacity to plan, prioritise and systematize the action in line and in harmony with the required resources
2412 Organizing
Organizing refers to the potential or capacity to arrange the availability and allocation of required resources, the designing and utilization of control systems as well as the delegation and coordination of the tasks and duties of individuals and groups.
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