1. Transformational Leadership Questionnaire (TLQ)™ Introductory Slides 19 th January 2010 © Real World Group 2009

2. About Real World Group  Cutting-edge research into leadership, culture, diversity – peer-reviewed academic publications  Presence on numerous national advisory groups  Development of ‘robust’ instruments of proven reliability & validity  Extensive experience in turning research into diagnostic instruments and applying in organisations  Extensive experience & reputation in public sector using best-practice & making a real difference

3. 21 st Century understanding of what drives superior performance Focus in organisations is increasing around ‘engagement’ as a means for achieving superior performance. It is defined as: A measure of the extent to which employees are committed to their organisation:  Put discretionary effort into their work  Want to stay with the organisation  Would recommend the organisation as a good place to work …effectively aligning organisational and individual aspirations

4. Evidence of engagement supporting org. performance  Strong link between quality of communication, engagement & higher organisational financial performance and lower turnover than peers in same industry (Watson Wyatt, 2006)  Average 17% higher operating margin within a given sector (Towers Perrin, 2005)  “High Morale” Companies Achieved 20% growth in stock value versus 8% Industry average (Centre for Economics & Business Research, 2006)  Teams with an ‘Engaging’ Leader, were rated higher by clients on ‘Quality of Life’ and Satisfaction with Team’s Support (Corrigan, 2000)

5. Relationship between competencies and engaging behaviours Degree of Competence Degree to which Engaging A BC

6. Why we conducted research into leadership Received wisdom is:  Based on US studies  Predominantly conducted in commercial organisations  Based on ‘distant’ Leadership  Based on self-reports of managers  Based almost exclusively on white males  Over 25 years old!

7. Item Development for Pilot TLQ © (Public sector version) Interviews with 150 male & female managers and professionals in Local Government & NHS + focus groups with N=60 doctors + literature review  Around 2,000 constructs elicited  Pilot LQ© developed & distributed to 300+ organisations  3,500 responses received

8. What emerged from the research…  A new inclusive model of ‘Engaging’ Transformational Leadership  Based on ‘nearby’ leadership as opposed to ‘distant’ leaders  Based on how people say they want to be led  Based on UK organisations  Non-heroic  Emphasises ‘distributed’ leadership

9. The Engaging Transformational Leadership Questionnaire (TLQ)™

10. US models of ‘distant’ leaders vs the UK model of ‘nearby’ engaging leadership

11. Evidence of validity of the engaging leadership model  Content, construct, convergent and discriminant validity  Now evidence of predictive validity  Generalisable across sectors and countries (eg Local Govt; Central Govt; Police, Prison Service, FRS, Schools, Universities, FTSE100 companies, USA, India, Pakistan, Greece, South Africa, Australia) Alban-Metcalfe, R. J. & Alimo-Metcalfe, B. (2000). An analysis of the convergent and discriminant validity of the Transformational Leadership Questionnaire. International Journal of Selection & Assessment, 8, 3, 158-175.

12. The impact of TLQ engagement scales on staff