TEXL: Tracking Excellence in Leadership

TEXL项目源于我们多年来在行业和学术界领导力发展方面的综合经验。作为一个团队，我们自己的研究和教学为领导力评估的学术领域做出了贡献，现在我们希望为更广泛的受众提供这种质量。我们的使命是民主化的领导，使任何个人都可以获得有意义的证据为基础的见解，他们的能力，以帮助他们发展为一个负责任的领导者。我们希望领导民主化。领导力就是对自己在任何领域、任何年龄的行为负责。承担责任不能开始没有洞察力，第一步是了解自己，别人如何看待自己，以及自己如何与他人比较。使更广泛的社会和领导者能够使用这一工具，我们能够启动社会变革，各级和各领域的个人都可以获得知识和对自己领导力的重要个人见解，使他们能够负责任地发展和领导。我们使用广泛用于学术用途的量表，这意味着这些量表已经过强有力的测试，以确保他们的主张的有效性和可靠性，不仅是作者自己，而且还有其他人在他们的研究中，跨越各种人群，行业，国家和文化。我们使用的工具是那些已经通过强大的规模发展进行科学验证的工具，包括在同行评审的期刊上发表，对所提出的主张进行一定程度的外部科学审查。同样，量表及其验证背后的数据的发布意味着其他学者能够使用量表来测试其预测质量-即，您可以测量与领导力相关的这些方面，但这并不意味着它们实际上会影响绩效和其他结果。许多商业领导力评估工具，它们可以提供360度反馈，并声称其有效性和可靠性是外部无法测试的，也超出了大多数学者，研讨会主持人和个人的使用范围，这些人不在企业界的高层中工作。因此，提高领导力是一项精英运动。我们想改变这一点。我们的研究选择支持需要改进的领导力评估和实用工具包括：Gerbasi，A.，埃默里角，Cullen-Lester，K.，Mahdon，M.（2023年）。在外群中感到满意：同事关系能量如何补偿与管理者的低质量关系。在：Gerbasi，A.，埃默里角，帕克，A. (eds)了解工作场所的关系。Palgrave Macmillan，Cham. https://doi.org/10.1007/978-3-031-16640-2_5 Cullen-Lester K，Maupin C，弗洛伊德T，Mahdon M，Gerbasi A，Carter D（inpress）.跨越从网络培训到发展的桥梁：将受训者从课堂见解转移到有效网络的指南。组织动力学摘要。Carter D，Cullen-Lester K，Jones J，Gerbasi A，Chrobot-Mason D，Nae EY（2020）。跨团队情境中的职能领导：在为什么的情境中理解“什么”？在哪里？什么时候？谁？领导力季刊Stam DA，Avolio B，货车Quaquebeke N，Kark R，Buengeler C，Hiller NJ，德拉戈尼L，Peng C（2023）.领导力研究的未来：与杰出学者的对话。管理学院学报，2023（1）。货车Quaquebeke N，Salem M，货车Dijke M，Wenzel R.在线进行组织调查和实验研究：从方便到雄心勃勃的研究设计，招聘和数据质量。Organizational Psychology Review，12（3），268-305. Lee A，货车Quaquebeke N，Leroy H.减少领导力评估偏差的三个策略https://hbr.org/2021/05/3-strategies-to-reduce-bias-in-leadership-asse

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