Studies

Reliability Studies
Case Study results
Myers-Briggs Type
Indicator (MBTI)
Millon Index of Personality
Styles (MIPS)
Sixteen Personality
Factors (16PF)

Case Study Results

Executive Summary

Managers who went through the assessment / coaching / simulation "practice-ware" program significantly improved their rank value to the organization, while strengthening their relationships with peers, supervisors and direct reports.

The design for the "Influential Leaders Program" was created by Corpath and combined the assessment methodology of GEMA™-Lead360 with the training effectiveness of Virtual Leader, a "practice-ware" computer simulation for leadership development. In addition, some individual and group coaching sessions took place, coupled with a sufficient timeframe to demonstrate sustained positive and measurable behavioral change.

GEMA™-Lead360:

The initial GEMA™-Lead360 was administered in February, 2003 and the "post" GEMA™-Lead360 was administered in August, 2003. There were no formal training events during the last three months of the project timeline. The participants were Local Area Managers for installation and maintenance of a Fortune 100 communications company.

Follow-up responses from 9 of the 10 participants in this study yielded positive comments regarding the GEMA™-Lead360:

  • "360-very beneficial, eye opening"
  • "360-feedback very helpful"
  • "360-essential. It gave me the confidence, security and understanding that I can make a difference within others & myself."
  • "360-excellent tool, many of us need this kind of feedback to become better leaders."
  • "GEMA-liked it"
  • "360-A real eye opener. Forced me to view myself in ways I never gave much thought to."
  • "Once you are aware of how others view you it becomes easier to develop a strategy to achieve your objectives."
  • "I believe this pilot program is an effective tool in expanding ones' awareness for better interaction with others."
  • "360-loved it, because so many hints and mirrors that open up avenues for change and growth."


Virtual Leader: a product of Simulearn, Inc.

Virtual Leader is a highly effective "practice-ware" leadership simulator that produces changes in leadership behavior that are sustainable, multi-faceted and measurable by GEMA™-Lead360.

For detailed information about Simulearn, Inc., go to: Case Study Details

                                   (http://www.simulearn.net/download/Case_Study_Fortune_100.pdf)

Service Beyond Self 

Top Twelve - Net Increase in Positives over Six Months - N=8

Likert Scale
0=Never, Almost Never / 1=Seldom / 2 =Sometimes / 3=Often / 4=Always, Almost Always
All raters averaged, excluding the "self" rating
Pre Score Post Score Net Change Percentage Change Top Items
2.32 2.95 0.63 27% Assertively expresses thoughts and ideas.  
2.89 3.49 0.60 20% Promotes the attitude for treating others as equals.
2.01 2.60 0.58 29% Masterfully creates organizational visions.
2.61 3.15 0.54 21% Tends to express thoughts and ideas.
2.85 3.38 0.53 18% Works toward helping others do better.
2.51 3.02 0.51 20% Leads others in creating mutual work benefit.
2.80 3.31 0.51 18% Participates in making useful contributions.
2.55 3.06 0.51 20% Makes a special effort to invest work time beyond own self-interest.
3.03 3.51 0.49 16% Makes efforts to respond to others.
2.42 2.90 0.48 20% Masterfully leads the organization into the future.
2.65 3.13 0.48 17% Appears to understand the importance of nurturing others.   
2.59 3.03 0.44 17% Makes earnest efforts to nurture others. 

 

Self Above Service

Top Twelve - Net Decrease in Negatives over Six Months - N=8

Likert Scale
0=Never, Almost Never / 1=Seldom / 2 =Sometimes / 3=Often / 4=Always, Almost Always
All raters averaged, excluding the "self" rating
Pre Score Post Score Net Change Percentage Change Top Items
1.18 0.44 -0.75 63% Dictates with a superior attitude.
0.72 0.18 -0.53 74% Gets even; is quick to retaliate. 
0.75 0.28 -0.47 59% Tries to control others with the use of criticism.
0.59 0.15 -0.44 75% Expects favors from others but does not return favors.
0.85 0.43 -0.42 49% Seems insensitive to others.
0.73 0.31 -0.42 58% Avoids interacting with others.    
0.82 0.42 -0.40 49% Acts as if cannot relate to others.
1.22 0.83 -0.39 32% Controls for the purpose of demonstrating power over others.
0.67 0.31 -0.36 54% Appears to have little energy for ordinary work activities.
0.74 0.38 -0.35 47% Acts as if "all knowing" or "all powerful."
0.62 0.28 -0.34 55% Is disconnected from others.
0.43 0.10 -0.33 77% Creates special privileges for self at the expense of others.

 

Average Group Area Scores - Service Beyond Self

N=8   Scale 0 to 100

Pre Post Difference % Increase
Contribution Self 69.2 81.1 11.9 17%
Superiors 61.3 72.5 11.2 18%
Peers 63.9 75.5 11.6 18%
Subordinates 69.4 77.6 8.2 12%
Cooperation Self 75.8 86.3 10.5 14%
Superiors 65.2 86.2 21.0 32%
Peers 68.3 77.0 8.7 13%
Subordinates 71.8 82.8 11.0 15%
Connection Self 72.6 82.4 9.8 14%
Superiors 69.2 77.6 8.4 12%
Peers 69.7 80.0 10.3 15%
Subordinates 76.8 85.8 9.0 12%

 

Average Group Area Scores - Self Beyond Service

N=8   Scale 0 to 100

Pre Post Difference % Decrease
Entitlement Self 15.8 9.4 -6.4 41%
  Superiors 12.8 7.8 -5.0 39%
  Peers 21.6 10.4 -11.2 52%
  Subordinates 13.2 4.6 -8.6 65%
Domination Self 16.1 13.6 -2.5 16%
  Superiors 15.4 10.0 -5.4 35%
  Peers 20.1 10.4 -9.7 48%
  Subordinates 17.3 6.6 -10.7 62%
Withdrawal Self 22.1 15.9 -6.2 28%
  Superiors 18.7 12.5 -6.2 33%
  Peers 19.6 15.5 -4.1 21%
  Subordinates 16.7 7.6 -9.1 55%

 

Performance Results

Performance Indicators for "Demand" - Installation / Maintenance

Fortune 100 Communications Company
Prior 12 Months Avg.** Aug. 2002 Rank Avg. Aug. 2003 Rank Avg. Net Change in Avg. Rank
Person A 24.2 17.8 +6.4
Person B 23.2 10.6 +12.7
Person C 3.7 6.5 -2.8
Person D 11.8 8.2 +3.7
Person E 9.7 6.5 +3.2
Person F 16.2 6.3 +9.8

** Monthly rankings for 28 Local Area "Demand" Service Centers were averaged for the previous 12 months.  Participants reduced to N = 6 due to lack of performance data on two participants.