The Snapshot of Leadership Talent in Pharmaceutical Company in the context of Renzulli

Model. Case Study.

ABSTRACT
The following paper presents a case study of a Talent image in pharmaceutical company in
the context of Renzulli Model. The study confirms relations between examined dimensions
and talent traits described in the Model. The assumptions were verified by both psychological
tests and Development Center research.

Keywords: Renzulli Model, Talent, competences, Development Center

Introduction
Nowadays, modern organizations are forced to develop new approaches to both employees
and workforce management. This is caused by constant changes in their business
environments, such as: market volatilities, globalization, demographic changes, new roles of
innovative technologies, information services, jobs intellectualization as well as dynamic
development of international organizations and shifts in organizational models. Concerning
organization itself, the most important shifts are considered to be as follows:

Taking the form of network-based organization - often with multiple centres of power;

Wide absorption of surrounding environment: new ideas, information flow,

insufficient signs of incoming threats and opportunities ;

Flattening of organizational structure: modern structures are created on the basis of

processes themselves;

Cross-functional and cross-organizational task forces are becoming basic elements of

the structure on different levels in organizations, including management board level.

Taking into consideration aforementioned factors, both workforce and workforce

management play a significant role in modern organizations. Therefore, companies outdo one
another by creating new solutions, systems and development activities for their staff.

Particularly important position in these activities is occupied by the creation of talents set and
their management.
Talents and talents management
By talent we mean an extraordinarily develop- and growth-capable person, who easily
improves its work performance. According to the most often quoted and practically useful
Renzulli Model (Renzullis Conception of Giftedness), talent consists of the following
components (Listwan, 2013):

General abilities- increased intellectual potential,

Specific abilities- concern various areas,

Creativity, i.e. originality, novelty, liquidity and elasticity of thinking, undertaking of

new and unconventional challenges, openness to ambiguity and uncertainty, facing
risk, sensitivity and rich emotionality,

Work dedication, i.e. internal discipline, persistence in pursuing objectives, diligence,

endurance, work fascination, willingness to make sacrifices, belief in oneself.

Even though Renzulli Model was used so far in education system as a diagnosis tool that
helped to discover gifted children, it also clearly corresponds with Talents in organizations,
i.e. expected features of the manager of the future. In case of managers, we can easily
mention about many additional assets connected with workforce management (specific
direct abilities). These are variables with social nature comprised within charismatic
leadership, realised by the leader throughout interaction with other people. The most
basic ability is personal intelligence and, in particular: self-control, empathy, ability to
influence others and motivate. Wide, interdisciplinary knowledge regarding creation,
functioning and development of groups and organizations, including multiculturalism is
very closely related to those qualifications. Therefore, our considerations about talents
can be smoothly related to management-level employees as well as searching and
developing organizations leaders (Listwan 2013).

Competences
Competences are currently an important object of interest for various researchers

connected with labour market. Competences are often analysed in regard to work
performance on the occupied position and individual social roles (Baczyska, 2010).
In the following paper the definition that has been used describes competences as a
category of behaviours, which condition an effective realization of tasks. These behaviours
are affected by declarative and procedural knowledge, experience, temperament, intellect
as well as personality, working style and motivation (Baczyska, Wekselberg, 2009, p. 5660).

Fig. 1 Definition of competences

Competence = category of behaviours conditioning an effective tasks realization
-Experience
-Knowledge
-Personality
-Temperament
-Intellect
Level 1,2,3 Behaviours no. 1,2,3...n

Competences cant be directly measured. They can be identified on the basis of

behaviours.

Definitions and descriptions of competences are created on the basis of observations

on co-existing behaviours.
Source: IBD Business School

One of the most common and efficient method in terms of measurements taken on
competences in behavioural approaches is Development Center. It gives the opportunity to
undertake effective researches on subjects potential and its individual growth and develop
capabilities.

Research objective

The aim of this research was to verify the effectiveness of Renzulli model in terms of
potential Talents in pharmaceutical company.
In order to verify the assumptions, a research question was raised along with hypotheses,
which follow.

Research question:
Do individuals within talent groups, who achieve outstanding work performance present high
level in terms of Renzulli Model factors?

Hypotheses:
H.1. Individuals in specific talent groups display an increased intellectual potential measured
by Ravens Progressive Matrices test.
H.2. Individuals in specific talent groups display an increased intellectual potential within
analytical thinking competence measured by Development Center research.
H.3. Individuals in specific talent groups display an average or increased potential in terms of
creative acting measured by Development Center within the following competences: goalorientation, internal customer-orientation, cooperation.
H.4. Individuals in specific talent groups display an average or increased potential in terms of
creative acting measured by Development Center research within the following competences:
change-orientation, team leadership, development of others.
H.5. Individuals in specific talent groups display an increased work commitment measured by
Intentio Consensio test within high results in Intentio scale.

Research method
The research was undertaken in December 2013 in IBD Business School in Warsaw. It was
conducted upon specific research sample, which consisted of the medical representatives
N=49, who worked in one of the largest pharmaceutical companies in Poland.
The tools to measure individual variables within Renzulli Model were defined in the initial

stage of research by the Angoff Method on Cutoff Scores and Judgement Consensus. The joint
group of judges consisted of the representatives from: pharmaceutical company, tested
individuals, IBD Business School consultants (3 people altogether).
Chart no. 1 presents undertaken arrangements:
Chart 1. Renzulli Model and tools used to measure relevant components of the model.
Measurement instruments chosen adequately

Renzulli Model- components

to the individual Renzulli Model factors

General

abilities-

increased

intellectual Ravens

potential

Progressive

Matrices

test

Development Center:

Specific abilities- referring to concrete areas

Analytical thinking- concept

Development Center:

Goal-orientation

Internal customer-orientation

Cooperation

Creativity, i.e. originality, novelty, liquidity, Development Center:

elasticity of thinking, undertaking of new and

Change-orientation

Team leadership

Development of others

unconventional challenges, openness to

ambiguity and uncertainty, facing risk,
sensitivity and rich emotionality,

Work

commitment,

i.e.

inner

discipline, Test Intentio Consensio (Wekselberg)

determinedness in achieving goals, diligence,

endurance, work fascination, willingness to

make sacrifices, belief in oneself

Afterwards, a research consisting of two stages was undertaken: (1) Development Center
session and (2) battery of tests.

Description of the research sample

The research was undertaken upon 49 medical representatives (N=49) participating in Talents
Development programme. Medical representatives were responsible for promotion and
selling companies products. Their main task was to make and maintain permanent contact
with doctors, hospitals managers, apothecaries as well as representatives of pharmaceutical
and medical environments. Tested individuals were appointed to the companys talent group.
This means that their work performance during the preceding 2 years had been on either high
or a very high level. The following selection criteria were taken into consideration:

Organisational skills

Openness to cooperation

Openness to development

An important criterion of this selection was based on the fact that the aforementioned choice
of individuals was initiated and approved not only by immediate superiors but also by Regional
Directors.

Course of research and description of research tools

Development Center

There were 7 sessions within Development Center altogether (6-8 persons in each group). The
competences of all researched participants were tested during 1 day-long Development
Center session. Those competences were:

Goal-orientation

Internal customer-orientation

Cooperation

Change-orientation

Team leadership

Development of others

Analytical thinking

Development Center was designed by IBD Business School and is based on the principles,
which were elaborated on the 4th of May 2000 in San Francisco. They have been updated since
then during annual events named The International Congress on Assessment Center
Methods by researchers and practitioners of Assessment Center method (Baczyska,
Wekselberg, 2009, p. 56-60).
Development Center sessions consisted of 4 simulations and competence interview and it
lasted for 8 hours. The participants took part in the following tasks: discussion without defined
role, analysis of the case along with individual presentation and simulation of the following
interviews: interview with internal customer, interview with employee and competence
interview. The model that was used in Development Center research embraces
seven aforementioned competences.
Every competence was examined in at least two exercises and every participant was surveilled
in each task by at least two assessors. The session was undertaken in accordance with the
guidelines described above. 7 sessions were organised altogether.

Measurement of competences within Development Center

Measured competences were worked out in terms of client needs in order to assess the
potential of individuals within talent groups. The scale that was approved to measure the
competences was divided into 5 levels:

Level 1: lack of demanded behaviours, dominance of unwanted behaviours, coherence

of unwanted behaviours in various situations;

Level 2: rare attempts of demanded behaviours, occasional demanded behaviours in

common situations; lack of behavioural coherence in various situations;

Level 3: dominance of demanded behaviours, coherence of demanded behaviours in

common situations; unwanted behaviours in uncommon situations;

Level 4: permanent demanded behaviours reappearing in different situations,

including difficult ones; demanded behaviours are presented as stable and
unambiguous actions;

Level 5: behaviours refer to systematic solutions and proposals of problems solutions.

All competences were created with the involvement of competent judges. The rules of running
the session and surveilling participants were realised in accordance with the aforementioned
principles of The International Congress on Assessment Center Methods. The Angoff Method
on Cutoff Scores and Judgement Consensus was used to describe high, average and low levels
of individual competences. Undertaken arrangements are presented in chart no. 2.
Chart 2. Assessment of competence levels
Competence

Low

Average

High

Analytical thinking

Levels 1-1,5

Levels 2-2,5

Levels 3-5

Goal-orientation

Levels 1-1,5

Levels 2-2,5

Levels 3-5

Internal customer-

Levels 1 - 2

Levels 2,5 - 3

Levels 3,5-5

Cooperation

Levels 1-2

Levels 2,5 - 3

Levels 3,5-5

Change-

Levels 1-2

Levels 2,5-3

Levels3,5-5

Levels 1-1,5

Levels 2-2,5

Levels 3-5

Levels 1-1,5

Levels 2-2,5

Levels 3-5

orientation

orientation
Team leadership
Development

of

others

Battery of tests

Participants of the research were conducting the battery of tests, which consisted of: Ravens
Progressive Matrices test and Intentio Consensio test (Wekselberg).
Tool 1. Ravens Progressive Matrices test. Author- Raven- test of liquid intelligence.
Ravens Progressive Matrices test measures general intelligence level. The test is used to
gain information about individuals g factor, i.e. general intelligence factor.
Ravens Progressive Matrices test in its standard version consists of 5 scales: A, B, C, D, E. Each

scale usually holds 12 tasks within. The aim of the tasks is to find relations between elements
of the matrix and point the missing pattern from the ones enlisted under the matrix.
Tool 2. Intentio Consensio Test (TIC). Author Victor Wekselberg.
Intentio Consensio Test was developed in order to thoroughly analyse independent reasons
of each individual to undertake work. It takes into consideration both the effort put into work
by each person as well as its openness to cooperation. TIC is based on an innovative idea of
personality assessment in work context. It also analyses human's personality as an
information- and knowledge-based structure. By measuring two main, global personality
traits- CONSENSIO and INTENTIO, TIC analyses human's predispositions to cooperate and its
readiness to put an effort into work. Both CONSENSIO and INTENTIO have the following
nature:
Fig. 2 Specification of low and high intensification of general traits Intentio and Consensio
INTENTIO
LOW

HIGH

Labour avoidance

Labour willingness

Risk avoidance

Facing risk

Innovation avoidance

Search for innovations

Stability preference

Change preference
CONSENSIO

LOW

HIGH

Personal goals

Social goals

Individual work

Teamwork

Competition
Unwillingness to aid others

Cooperation
Willingness to aid others

Source: IBD Buisness School

Research results. Hypotheses verification.
1. According to Renzulli Model, do the persons within given talent groups, who have high work
performance, show potentially high level in terms of presented factors?
Hypotheses:

H1. Individuals within talent groups have an increased intellectual potential measured with
Ravens Progressive Matrices test.
Mean

7,7143

49

H.1. was partially confirmed, since the result achieved by examined persons equalled M=7,7
sten, which means that the average headed towards higher results, which start with 8 sten.
H2. Individuals within talent groups display an increased intellectual potential measured by
Development Center test within analytical thinking competence.
Chart 4. Interpretation of results from DC for 'analytical thinking' competence
Competence

Low result

Average result

High result

Analytical thinking

Levels 1-1,5

Levels 2-2,5

Levels 3-5

Chart 5. Measurement results of 'analytical thinking' competence

Analytical thinking
Valid

49

Lack of data

Mean (M)

3,3980

Median (Me)

3,5000

Mode (Mo)

3,00

Chart 6. Distribution of results of 'analytical thinking' competence

Levels of competence

Frequency

Percentage

Valid
Percentage

Accumulated
Percentage

Valid

1,50

2,0

2,0

2,0

2,00

2,0

2,0

4,1

2,50

10,2

10,2

14,3

3,00

16

32,7

32,7

46,9

3,50

11

22,4

22,4

69,4

4,00

10

20,4

20,4

89,8

4,50

4,1

4,1

93,9

5,00

6,1

6,1

100,0

Total

49

100,0

100,0

The result of 'analytical thinking' competence for tested group N=49 averaged M= 3,398. At
the same time Median amounted to Me= 3,5 and Mode amounted to Mo=3,0. Thus, the result
fit into high values for this competence (levels 3-5). In general, 42 out of 49 results of
examined persons fit into high results.

Hypothesis " H.2. Individuals within talent groups display an increased intellectual potential
measured by Development Center test within analytical thinking competence" has been
confirmed.
H.3. Individuals within talent groups display an increased value within specific abilities
measured by Development Center method in terms of the following competences: goalorientation, internal customer-orientation, cooperation.
Chart 7. Interpretation of Development Center results in terms of the following competences:
goal-orientation, internal customer-orientation, cooperation.
Competence

Low result

Average result

High result

Goal-orientation

Level 1-1,5

Level 2-2,5

Levels 3-5

Internal

Levels 1 - 2

Levels 2,5 - 3

Levels 3,5-5

orientation

customer-

Cooperation

Levels 1-2

Levels 2,5 - 3

Levels 3,5-5

Chart 8. Measurement results of 'goal-orientation', 'internal customer-orientation' and

'cooperation' competences.
Cooperation/

Internal

Respect for

customer-

others

orientation

Goal-orientation

Valid

49

49

49

Lack of data

Mean (M)

3,0612

3,0714

3,1020

Median (Me)

3,0000

3,0000

3,0000

Mode (Mo)

3,00

3,00

3,00

Chart 9. Distribution of results of 'goal-orientation' competence

Levels of
competence

Valid

Frequency

Percentage

Valid

Accumulated

Percentage

Percentage

,00

2,0

2,0

2,0

1,50

2,0

2,0

4,1

2,00

6,1

6,1

10,2

2,50

18,4

18,4

28,6

3,00

16

32,7

32,7

61,2

3,50

10

20,4

20,4

81,6

4,00

14,3

14,3

95,9

4,50

4,1

4,1

100,0

Total

49

100,0

100,0

Chart 10. Distribution of results of 'internal customer-orientation' competence

Levels of
competence

Frequency Percentag
e

Valid

Accumulated

Percentage

Percentage

2,00

16,3

16,3

16,3

2,50

12,2

12,2

28,6

3,00

13

26,5

26,5

55,1

3,50

12

24,5

24,5

79,6

4,00

10

20,4

20,4

100,0

Total

49

100,0

100,0

Valid

Chart 11. Distribution of results of 'cooperation' competence

Levels of
competence

Valid

Frequency Percentag
e

Valid

Accumulated

Percentage

Percentage

1,50

2,0

2,0

2,0

2,00

6,1

6,1

8,2

2,50

14,3

14,3

22,4

3,00

20

40,8

40,8

63,3

3,50

13

26,5

26,5

89,8

4,00

10,2

10,2

100,0

Total

49

100,0

100,0

The result of 'goal-orientation' competence for tested group N=49 averaged M= 3,061. At the
same time Median amounted to Me= 3,0 and Mode amounted to Mo=3,0. Thus, the result fit
into high values for this competence (levels 3-5). In general, 35 out of 49 results of the
examined persons fit into high results.
The result of 'internal customer-orientation' competence for tested group N=49 averaged M=
3,1. At the same time Median amounted to Me= 3,0 and Mode amounted to Mo=3,0. Thus,

the result did not fit into high values for this competence (levels 3,5-5). In general, 22 out of
49 results of the examined persons fit into high results.
The result of 'cooperation' competence for tested group N=49 averaged M= 3,07. At the same
time Median amounted to Me= 3,0 and Mode amounted to Mo=3,0. Thus, the result did not
fit into high values for this competence (levels 3,5-5). In general, 22 out of 49 results of the
examined persons fit into high results.
Hypothesis named 'Individuals within talent groups display an increased value within specific
abilities measured by Development Center method in terms of the following competences:
goal-orientation, internal customer-orientation, cooperation.' has been confirmed in
reference to goal-orientation competence. However, it has not been confirmed in reference
to internal customer-orientation and cooperation competences.
H.4. Individuals in specific talent groups display an average or increased potential in terms
of creative acting assessed by Development Center research within the following
competences: change-orientation, team leadership, development of others.
Chart 12. Interpretation of results from DC for change-orientation, team leadership and
development of others competences
Competence

Low result

Average result

High result

Change-orientation

Levels 1-2

Level 2,5 - 3

Levels 3,5-5

Team leadership

Level 1-1,5

Level 2-2,5

Levels 3-5

Development of others

Level 1-1,5

Level 2-2,5

Level 3-5

Chart 13. Measurement results of change-orientation, team leadership and development

of others competences.
Change-orientation Team leadership

Development of others

Valid

49

49

49

Lack of data

Mean (M)

2,9388

2,6020

2,7755

Median (Me)

3,0000

2,5000

3,0000

Mode (Mo)

3,00

3,00

3,00

Chart 14. Distribution of results of 'change-orientation' competence

Frequency

Percentage

Level of competence

Valid

Accumulated

Percentage

percentage

,00

2,0

2,0

2,0

2,00

10,2

10,2

12,2

2,50

18,4

18,4

30,6

3,00

23

46,9

46,9

77,6

3,50

8,2

8,2

85,7

4,00

12,2

12,2

98,0

4,50

2,0

2,0

100,0

Total

49

100,0

100,0

Valid

Chart 15. Distribution of results of 'team leadership competence

Level of competence Frequency

Percentage

Valid

Accumulated

Percentage

percentage

,00

4,1

4,1

4,1

1,50

6,1

6,1

10,2

2,00

10

20,4

20,4

30,6

2,50

11

22,4

22,4

53,1

3,00

12

24,5

24,5

77,6

3,50

18,4

18,4

95,9

Valid

4,00

4,1

4,1

Total

49

100,0

100,0

100,0

Chart 16. Distribution of results of 'development of others competence

Level of competence Frequency

Valid

Percentage

Valid

Accumulated

percentage

percentage

1,50

6,1

6,1

6,1

2,00

18,4

18,4

24,5

2,50

16,3

16,3

40,8

3,00

20

40,8

40,8

81,6

3,50

10,2

10,2

91,8

4,00

8,2

8,2

100,0

Total

49

100,0

100,0

The result of change-orientation competence for tested group N=49 averaged M= 2,9. At the
same time median amounted to Me= 3,0 and mode amounted to Mo=3,0. Thus, the result fit
into both average and high values for this competence (interval 3-5). In general, 32 out of 49
results of tested individuals fit within the average level and 11 Talents fit within high level in
reference to this competence.
The result of team leadership competence for tested group N=49 averaged M= 2,6. At the
same time median amounted to Me= 2,5 and mode amounted to Mo=3,0. Thus, the result fit
into both average and high values for this competence (interval 2-5). In general, 21 out of 49
results of tested individuals fit within the average level and 23 of them fit within high level in
reference to this competence.
The result of development of others competence for tested group N=49 averaged M= 2,8.
At the same time median amounted to Me= 3,0 and mode amounted to Mo=3,0. Thus, the
result fit into both average and high values for this competence (interval 2-5). In general, 17

out of 49 results of tested individuals fit within the field of average results and 29 of them fit
within the field of high results in reference to this competence.
H.4. Individuals in specific talent groups display an average or increased potential in terms of
creative acting assessed by Development Center research within the following competences:
change-orientation, team leadership, development of others. The hypothesis has been
confirmed, however the results fit within the field of average results. The highest-rated
competence from all abovementioned was change-orientation.
H.5. Individuals in specific talent groups display an increased work commitment assessed by
Intentio Consensio test within high results in Intentio scale.
Chart 17. Grading used in reference to the population
VERY LOW
1

LOW
3

AVERAGE

HIGH

VERY HIGH

Chart 18. Measurement results of Intentio test

Intentio
Valid

50

Lack of data

Mean (M)

7,0740

Median (Me)

7,0000
6,00a

Mode (Mo)

a. There are many modal values. The chart presents minimal value.

Chart 19. Distribution of results in Intentio trait

Results

Frequency

Percentage

Valid percentage

Accumulated
percentage

Valid

1,70

2,0

2,0

2,0

10

4,00

2,0

2,0

4,0

5,00

4,0

4,0

8,0

6,00

15

30,0

30,0

38,0

7,00

15

30,0

30,0

68,0

8,00

6,0

6,0

74,0

9,00

11

22,0

22,0

96,0

10,00

4,0

4,0

100,0

Total

50

100,0

100,0

The result of Intentio trait for tested group amounted averagely M= 7,1. At the same time
median amounted to Me= 7,0 and mode amounted to Mo=6,0. Thus, the result fit into high
values for this competence (sten 7-10). In general, 31 out of 50 results of tested individuals fit
within the field of high level in reference to this competence.
H.5. Hypothesis Individuals in specific talent groups display an increased work commitment
assessed by Intentio Consensio test within high results in Intentio scale has been confirmed.

Summary and conclusions

The main purpose of conducting this research was to verify theoretical Renzulli Model in
reference to the individuals within talent groups in pharmaceutical company. The following
research question has been raised: Do individuals within talent groups, who achieve
outstanding working results present high level in terms of Renzulli Model factors?
Results of the research show that individuals within management skills talent groups display
an increased intellectual potential, which was proved by the results achieved in Ravens
Progressive Matrices test M=7,7 as well as high result of research on analytical thinking
competence (M=3,5, Me=3,5, Mo=3,0) achieved in Development Center test.
Regarding the second factor of the model- specific abilities operationalized with the research
of three competences: goal-orientation, internal customer-orientation and cooperation,

the assumptions have been confirmed only in terms of goal-orientation competence (M=3,0,
Me=3,, Mo=3,0) with exclusion of two others.
Creativity, i.e. originality, novelty, liquidity and elasticity of thinking, undertaking of new and
unconventional challenges, openness to ambiguity and uncertainty, facing risk, sensitivity and
rich emotionality operationalized on the level of research of three competences, i.e. changeorientation (M=2,5; Me=2,5; Mo=3), team leadership (M=2,5; Me=2,5; Mo=3) and
development of others (M=3,0; Me=3,0; Mo=3,0) have confirmed the deduced assumptions.
The last element of Renzulli Model- work dedication, i.e. internal discipline, persistence in
pursuing objectives, diligence, endurance, work fascination, willingness to make sacrifices,
belief in oneself, examined with Intentio Consensio test has also been reflected in presented
outcomes. Examined individuals within Intentio trait (work dedication, risk undertaking,
search for novelties, change and self-development preference) achieved high results on the
levels of: M=7,0; Me=7,0; Mo=6,0.
Its worth to mention that research subjects were freshly-assigned to the managerial talent
groups and did not have previously any experience in the field of either self-development or
training. They stood on the verge of a new stage in their careers.

Conclusions:

Renzulli Model found its justification in conducted research upon managerial talent group
in pharmaceutical company

The research should be repeated on larger group of people

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Authors:
Dr Anna Baczyska organisational psychologist, Lecturer at Kozminski University, longstanding trainer and business consultant, co-founder of both Sustainable Development Center
and Managers Competence Academy at Kozminski University, HR specialist with particular
focus on Assessment/Development Center methods, researcher in international project MHouse, expert for Ministry of Labour and Social Policy.
Affiliation: Kozminski University

Dr Anna Bugalska- PHD in economics in the field of management science, Director of

Department of Organizational Research and Consultancy at IBD Business School, coach,
trainer and expert in HR; worked in managerial positions in international corporations for 13
years. She also teaches at the University as HR specialist.
Affiliation: IBD Business School

Agnieszko Jwik- senior consultant, trainer at IBD Business School; manager with 16 yearslong career in business field, academic lecturer, co-founder of Managers Competence
Academy at Kozminski University, expert in the fields of competence diagnosis and employees
development methods.
Affiliation: IBD Business School

Declaration
The abovementioned publication named The image of Talent in pharmaceutical company in
the context of Renzulli Model has not been published anywhere yet.
Agnieszka Jwik
Anna Baczyska
Anna Bugalska