Real World Group’s Transformational Leadership Questionnaire (TLQ®) is one of the world’s most researched and trusted leadership assessments.

It has been used by tens of thousands of managers worldwide from all sectors.

The leadership behaviours assessed by the TLQ® are key to readiness for change, innovation, successful virtual teams and dealing with uncertainty.

They have never been more critical than they are now.

Extensive research and practical application worldwide show that the leadership behaviours assessed by the TLQ®:

Increase output, even with fewer resources

Other versions available

The TLQ® is also available for leaders who have one or no Direct Reports – the Non Line Manager version.

This tool enables these types of leader to nonetheless gather powerful feedback about how they are perceived to lead and impact upon colleagues and key stakeholders.

Evidence-Based Diversity & Inclusion Benefits
Real World Group’s TLQ360® is a leadership assessment tool that enables organisations to have much greater confidence that the criteria for success being assessed and developed are not biased towards the typical demographic of senior leaders in the UK.  This is because the Engaging Transformational Leadership model which the TLQ360® assesses was developed using a deliberately diverse sample of leaders, and has been further validated in this regard.   Specifically, research we undertook to explore what makes employees from more diverse demographic groups feel that they are treated fairly and valued for what they contribute as an individual by their leader, an engaging transformational style of leadership was described.

Still today, many leadership models that are popular have not been developed in an inclusive way, nor tested for possible adverse impact against people who are not in the majority demographic groups.  What all of this means is that the TLQ360® is significantly less likely than tools not developed in this way to contribute bias to the career experience of diverse candidates, and it is more likely to enable diverse leaders to realise their potential.

Developing leaders who are more likely to enable the career development of underrepresented groups in your organisation
Since our conception in 2001, we have been conducting primary research and literature reviews into what barriers exist to the career progression of underrepresented groups, and how they can be overcome by organisations. Demographic characteristics here include:

• Gender
• Ethnicity
• Age
• Disability
• Sexual orientation
• Faith and religion.

As a result of our expertise in these areas, we have written commissioned reports, best practice guides and book chapters on the barriers and enablers to career progression for leaders from underrepresented groups for various industry-level and private sector organisations.  We have also been asked to speak at international conferences on the subject of diversity and career progression, and asked to contribute to or run positive action programmes in various sectors.

Our wide experience and research has led us to understand what the key behaviours are of leaders who increase diversity and inclusion in their organisations. They are assessed in the TLQ360® through dimensions such as Showing Genuine Concern; Enabling; Being Accessible; Encouraging Questioning; Being Honest & Consistent; Acting with Integrity; Being Decisive & Focusing Team Effort.  We have also been able to demonstrate that leaders who enact these types of behaviours not only increase engagement among underrepresented groups, but also among the majority group members – creating a win-win situation (alongside substantial cost savings – in one case £12.5mil).

In other words, leaders who are successful in enacting the behaviours assessed by the TLQ360® are more likely to have direct reports who feel that they are treated fairly and valued for their individual strengths – thus enhancing diversity and inclusion themselves.

The double-benefit of assessing & developing more appropriate and challenging leadership skills
It is important to note that the criteria assessed by the TLQ360® are not “easier” or less challenging than the criteria that are typically applied in senior leadership assessment, nor are they less relevant.  If anything, the TLQ360® assesses leadership that is much more relevant than what is typically applied today. The Engaging Transformational Leadership model is one of the world’s most proven models, and has a wide range of published evidence demonstrating that these leadership behaviours not only predict improved performance, but they are also strongly correlated with improved innovation, collaboration, readiness for change, self-confidence, motivation, reduced stress, achieving more with less, and many other positive factors in organisations. They are exactly what is needed in today’s turbulent and uncertain world.

The behaviours go beyond what is usually assessed – such as personality factors that are said to be more or less likely to make you successful, or those that could lead you to derail yourself. They enable an organisation to develop leaders who will not only perform well, but who will maximise the potential of people around them, and thus multiply success for the organisation. And as the famous leadership guru, Warren Bennis, famously said, “The “soft” stuff is the hard stuff”.

This double benefit, then, means that in using the TLQ360® as a basis for developing leaders means that not only is the organisation able to assess all leaders against the most relevant leadership criteria for today’s challenging world, but they are also increasing the chances that leaders from underrepresented groups will have a fair chance to demonstrate their unique talents and aptitude to lead.

Download the paper in full here.

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