UNDERSTANDING THE DATA

Assuming your memory on regression analysis from your last statistics class is similar to ours, this is what you need to know to better understand how the conclusions were drawn from the data:

  • The larger the “t-value”, the more statistically significant the difference is. It is based on the mean difference, the standard deviation of each group, and the number of data values in each group.

  • The “Sig.” value stands for significance probability which is a measure of the accuracy and repeatability of the social science data. Essentially, sig. values less than or equal to 0.05 mean there is at least a 95% probability that the conclusion on whether there is a statistical difference between two groups is correct.  

  • We gained access to two different Zenger Folkman leadership databases. 

    • A global leadership database with 62,790 leadership assessments evaluated against sixteen different “Extraordinary Leader Differentiating Competencies”. 

    • A nuclear industry-specific database with 1,980 leadership assessments evaluated against nineteen different “Nuclear Leadership Attributes (360-degree)”.

    • The competencies between the two databases are very similar but not identical. The key difference is around the technical acumen attributes where nuclear include nuclear safety, problem-solving, and decision making whereas the global database includes such things in the technical/professional expertise attribute.

  • The use of the word “technical” is focused on nuclear, engineering, and technology functions within the context of the research.

  • The leadership data utilized in this research consisted of individuals identified by their respective organizations as leaders.

    • A leader is defined as a supervisor or above with one or more direct reports. 

    • Data sets are not meant to represent diversity as a whole for the nuclear industry or any other industry. 

    • The insights gained as part of our assessment are meant to focus on representation within those identified as leaders by their organizations.

  • Leadership competencies vs. traits:  A competency is a leadership skill or objective like “achieving results”.  Competencies can be learned and measured for effectiveness.  Traits tend to be an ingrained behavior that supports the achievement of the competency.  Traits can be learned or sharpened with persistence and practice and are typically measured through outcomes.