The Global Executive Leadership Inventory (GELI) investigates what it means to be a world-class leader. It may be used to identify and understand leadership strengths and weaknesses, and to explore the steps needed to improve leadership skills.
GELI participants answer 100 questions along 12 dimensions of leadership behaviour. The GELI allows the participant to rate his or her own performance, and compare their personal ratings with that of a group of observers (superiors, direct reports, co-workers or others) who respond to the questionnaire anonymously. It also provides feedback of their position vis-à-vis a control group of hard-driving, global executives (the normalisation is based on a large group of senior executives worldwide). The GELI is one of the very few leadership assessment tools which measures global leadership. It is an ideal tool for examining road blocks in one’s leadership behaviour, while taking steps toward improvement, and an essential resource on one’s leadership journey.
The 12 GELI leadership dimensions:
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).
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.