The GELI has gone through elaborate item development and psychometric validation to obtain a highly reliable definitive version. During the analysis of each test version of the questionnaire, items showing inconsistencies were eliminated or modified.

Analyses were conducted on data collected from a large number of senior executives (including many CEOs). Subsequently, the normalisation of the scoring took place with the arrival of large numbers of data points provided by senior executives. This in turn allowed us to map each score in terms of percentile ranking.

The twelve dimensions show sound psychometric properties. The dimensions are internally reliable, implying that the questionnaire items are highly correlated within each scale. Factor analysis has shown that the theoretical structure fits the data: twelve oblique factors can be extracted and the relationships between these factors and the items confirm the correlation of the items within their scales. The strength of the links between the oblique factors is not very high, suggesting that the factors are measuring different aspects of leadership.

In addition, the dimensions of the GELI possess high face and predictive validity. As the use of the test has shown, the results not only make intuitive sense to people; they also (as revealed in follow-up studies of participants) are predictive of how effective an executive will be in an organisational context.

To date, the GELI has been taken by 30,000 executives (and 200,000+ observers).

Process

The process begins with the selection of the executive/clients who will take the questionnaire(s). In most instances, the program coordinator provides access to the website where participants and their observers complete the questionnaire. When all the questionnaires have been completed, the coordinator prints out a feedback report for each of the participants. The executive/client then works with a facilitator, coach or counsellor to develop an action plan for change.

Online Administration

1. Approximately four weeks in advance, the programme administrator or coordinator sends participants a welcome letter that explains the purpose of the Global Executive Leadership Inventory. The letter, which should mention the survey deadline, informs them that they will receive an automatically generated email in the next day or two, with a link to the website on which they will find the questionnaire(s).
2. Each participant asks at least 7 observers, and no more than 10— including a superior or boss, co-workers, direct reports, and others such as external stakeholders and clients—to provide feedback by completing an “Observer” questionnaire. The more the observers, the more comprehensive and precise the feedback.
3. On the survey website, participants register their observers and complete their “Self” questionnaire. Once they are registered, observers automatically receive an e-mail with a personal web-link. Participants are responsible for ensuring that their observers complete the questionnaires by the deadline.
4. After a participant’s self and observers’ questionnaires have all been completed, the system scores the responses. Ordinarily, the coordinator prints out two reports for each participant: one for the facilitator or executive coach, and another for the participant.

Global Executive Leadership Inventory