Identification of a Leadership Competency Model for Use in the Development, Recruitment & Retention of Intermodal Transportation Workers [Report]
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Identification of a Leadership Competency Model for Use in the Development, Recruitment & Retention of Intermodal Transportation Workers [Report]

Filetype[PDF-348.71 KB]


English
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  • Creators:
  • Corporate Creators:
    National Center for Intermodal Transportation for Economic Competitiveness
  • Subject/TRT Terms:
  • Resource Type:
    Tech Report
  • Geographical Coverage:
    United States
  • Corporate Publisher:
    National Center for Intermodal Transportation
  • Abstract:
    Transportation, like most industries, faces critical leadership challenges. Attracting, retaining, and training high potential candidates are essential to safe and productive organizational performance. Indeed, as the reliance on efficient public and private transportation services continues to grow with the population boom and mounting interest in shrinking the world’s carbon footprint, leadership plays a more critical role then ever. Precise assessment of leadership competence is an important first step in identifying the core leadership competencies needed to be a highly effective leader in transportation. The purpose of this study was to begin to develop and validate the Leadership Success Factors Inventory: Transportation Version (LSFI: TV) by administering the instrument to a sample of 154 managers from a state Department of Transportation (DOT). The differentiating factors of highly effective versus typical leadership performance in transportation were explored along with the psychometric properties of the LSFI: TV by holding two cognitive interviews with veteran human resource executives in transportation, conducting three focus groups each composed of five mid-to-upper level managers at a state DOT, and then administering the survey to a self-assessment sample of 154 DOT managers. Factor analytic results demonstrated an 8-factor leadership competency model. The rotated solution yielded eight interpretable factors; the emotional competence factor, manages a culture of safety factor, motivation factor, innovative factor, communication factor, credibility and integrity factor, decision-making factor, and conflict resolution factor. Moderate to strong correlations were also found between a performance measure and the subscales, indicating initial validity for the measure.
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