How do we predict a leader’s perceived stress, engagement, control, and ability to cope with adversity? AQ provides answers for major technology firm.
Sample
151 senior and executive level leaders
A Major Global Technology Company
Overview
Understanding the need for high-performance leadership, leaders completed the 1-day AQ program followed by a 90-day, weekly, web-based AQ reinforcement program. This company sought to measure several variables beyond AQ and CORE, including perceived stress, level of engagement, perceived control, and ability to cope with adversity.
Results
The mean AQ score for this group rose from a 151.9 to a 168.5, or from “moderate” to “moderately high.” We observed a statistically significant correlation between one or more of the CORE dimensions of AQ and the items listed above, with one exception.
| Dimension | Percent Change |
|---|---|
| Stress on the job | 14% decrease in those reporting “a lot” or “maximum stress” in their job (statistically significant) |
| Post-training, no one reported “maximum stress” | |
| Engagement | 11% increase in those who felt “highly” or “extremely highly” engaged. This number was already high in the pre-survey; therefore, this increase is not statistically significant |
| Coping with adversity | 43% increase in those who agreed or strongly agreed that they possessed the skills, knowledge, and abilities to thrive in an environment of constant change |
| Stress management | 42% increase in those who agreed or strongly agreed that they manage stress in ways that enhance their effectiveness in their job |
| Control over factors that affect stress | 45% increase in those who felt that they could “mostly” or “completely” influence the factors that affect their stress, energy, and engagement in their job |
| Stress associated with greatest challenge | 57% decrease in those who perceived their greatest challenge as “highly” or “extremely” stressful |
| 36% increase in those who saw their challenge as “hardly stressful” or “not stressful at all” |
