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The LeaderShift leadership assessment and development platform is an initiative of the Centre for Workplace Leadership of the University of Melbourne.






At the heart of LeaderShift is the LeaderShape, a diagnostic of 9 capabilities common to leaders at all levels and from all sectors. The LeaderShape is the physical representation of the LeaderShift Capability Framework, developed for the Centre for Workplace Leadership by the University of Technology Sydney. This framework was developed after a meta-review of existing leadership literatures, a series of industry consultations with Australian leaders, a quantitative pre-test and a large quantitative pilot study. It builds on and extends existing models of leadership in three main ways.

  • LeaderShift adopts a new, integrative approach to classifying and conceptualizing leadership skills/behaviors as capabilities:
  • It incorporates dimensions that relate to the increasing importance of leader/follower relations in the literature; and
  • It measures capabilities that enable the leader to function effectively in increasingly complex circumstances.

Following an extensive literature review, nine capabilities were identified for inclusion in the instrument. The draft instrument contained several items to measure each of the nine capabilities. Most items were taken from already established scales in leadership and psychology and adapted for improved readability and for consistency with the LeaderShift survey format.

Industry focus groups were conducted in order to provide feedback on the survey design, and to enhance the construct validity of the instrument.

A pre-testing phase and pilot were undertaken using a group of more than 600 subjects. On the basis of this pilot phase, the questions in the diagnostic were tested for internal consistency and test-retest reliability. A confirmatory factor analysis was run using the Partial Least Squares (PLS) approach. Model performance was evaluated according to the PLS literature (Fornell and Larcker, 1981).

Development Plans

The development plans have been designed by Paige Williams of The Centre for Positive Psychology at the University of Melbourne, in line with Kolb’s Experiential Learning Cycle.

  • Concrete Experience

    Doing / Having an experience

  • Reflective Observation

    Reviewing / reflecting on the experience

  • Active Experimentation

    Planning / trying out what you have learned

  • Abstract Conceptualisation

    Concluding / Learning from the experience

  • Repeat...

Kolb D.A. (1984) 'Experiential Learning experience as a source of learning and development', New Jersey: Prentice Hall


The library will containa a range of content sourced by our team at CWL, and users of the platform. Some of the content will be given an academic seal of approval. This will be allocated according to the following criteria:

  • the piece of content provides evidence of the assertions made;
  • the content is published in a reputable outlet; and
  • the content is directly applicable to one or more of the LeaderShift capabilities

The content is allocated one mark for each of these criteria fulfilled. It is then put through a readability index (Flesch-Kincaid).

The academic approval is given to pieces of content that meet 2 of the three criteria and have a readability of between 12 and 16 (up to undergraduate level).