Measuring the Leadership Deficit Across Maryland Organizations - A Quantitative Study of Working Professionals Perceptions

Abstract

The topic of leadership effectiveness is important in the field of management. However, a growing number of people report their organization’s leaders lack the abilities needed to lead effectively. This disparity between the current ability of leaders and the desired level of proficiency expected from followers is called the leadership deficit. The goal was to evaluate the perceptions of leadership effectiveness among professionals in Maryland organizations to determine the extent of the leadership deficit. Also, it was to determine if this deficit varied among different levels of leadership, called the leadership strata. A quantitative survey collected data from 207 participants across the public, private, education, and nonprofit sectors examining six leadership factors – Lead Others, Develop Teams, Achieve Results, Display Character, Demonstrate Presence, and Use Intellect. A paired sample t-test indicated a leadership deficit in each factor, while a one-way ANOVA indicated no significant variation observed in the leadership strata. The study’s results reaffirm the importance of several leadership competencies and attributes and provide empirical evidence supporting the existence of a leadership deficit. Additionally, this study emphasizes the importance of ensuring learning and development activities align with both organizational goals and followers’ needs. The study concludes with an organizational leadership model characterized by collaboration, flexibility, and adaptability. This style is well-suited for effectively leading change, promoting innovation, and guiding teams in intricate contexts characterized by continuous advancement.