TEXL: Tracking Excellence in Leadership

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The TEXL project originated from our combined experience across years of working in leadership development both in industry and academia. As a team, our own research and teaching has contributed to the academic field of leadership assessment and now we wish to provide that quality to a wider audience. Our mission is to democratise leadership such that any individual can gain meaningful evidence- based insights into their abilities to help them develop as a responsible leader. We wish to democratise leadership. Leadership is about taking responsibility for one's actions in whatever field one is in and indeed at whatever age. Taking responsibility cannot begin without insight and the first step to that is understanding oneself, how others perceive one and how one compares to others. Enabling a wider spectrum of society and leaders to access this tool we become able to initiate societal change where individuals at all levels and all fields can access knowledge and crucially personal insights into their own leadership to allow them to develop and lead responsibly. We use scales that are widely available for academic use meaning that the scales have been robustly tested to ensure the validity and reliability of their claims, not just by the authors themselves but also by others in their research, across a variety of populations, industries, countries and cultures. The instruments we use are those that have been scientifically validated through robust scale development included publication in peer reviewed journals, giving a degree of outside scientific scrutiny to the claims made. Equally the publication of the scales and the data behind their validation means that other academics have been able to work with the scales to test their predictive qualities - i.e. you can measure these aspects related to leadership but that doesn't mean they actually impact performance and other outcomes. Lots of commercial leadership assessment tools, where they may provide 360 feedback and purported by externally untestable claims of validity and reliability, are also beyond the realms of use for most academics, workshop facilitators and individuals that do not operate within the top echelons of the corporate world. Thus, making improving leadership an elite exercise. We want to change this. A selection of our research supporting the need for improved leadership assessment and practical tools include: Gerbasi, A., Emery, C., Cullen-Lester, K., Mahdon, M. (2023). Satisfied in the Outgroup: How Co-Worker Relational Energy Compensates for Low-Quality Relationships with Managers. In: Gerbasi, A., Emery, C., Parker, A. (eds) Understanding Workplace Relationships. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-16640-2_5 Cullen-Lester K, Maupin C, Floyd T, Mahdon M, Gerbasi A, Carter D (inpress). Crossing the Bridge from Network Training to Development: a Guide to Move Trainees from Classroom Insights to Effective Networks. Organizational Dynamics Abstract. Carter D, Cullen-Lester K, Jones J, Gerbasi A, Chrobot-Mason D, Nae EY (2020). Functional Leadership in Interteam Contexts: Understanding 'What' in the Context of Why? Where? When? and Who?. The Leadership Quarterly Stam DA, Avolio B, Van Quaquebeke N, Kark R, Buengeler C, Hiller NJ, Dragoni L, Peng C (2023). The Future of Leadership Research: a Conversation with Distinguished Scholars. Academy of Management Proceedings, 2023(1). Van Quaquebeke N, Salem M, van Dijke M, Wenzel R (2022). Conducting organizational survey and experimental research online: from convenient to ambitious in study designs, recruiting, and data quality. Organizational Psychology Review, 12(3), 268-305. Lee A, Van Quaquebeke N, Leroy H (2021). 3 Strategies to Reduce Bias in Leadership Assessments. https://hbr.org/2021/05/3-strategies-to-reduce-bias-in-leadership-asse