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Psychometric analyses of self-administered questionnaire data tend to focus on items and instruments as a whole. The purpose of this paper is to investigate the functioning of the response scale and its impact on measurement precision. In terms of the response scale direction, existing evidence is mixed and inconclusive.

Three experiments are conducted to examine the functioning of response scales of different direction, ranging from agree to disagree versus from disagree to agree. The response scale direction effect is exemplified by two different latent constructs by applying the Rasch model for measurement.

The agree-to-disagree format generally performs better than the disagree-to-agree variant with spatial proximity between the statement and the agree-pole of the scale appearing to drive the effect. The difference is essentially related to the unit of measurement.

A careful investigation of the functioning of the response scale should be part of every psychometric assessment. The framework of Rasch measurement theory offers unique opportunities in this regard.

Besides content, validity and reliability, academics and practitioners utilising published measurement instruments are advised to consider any evidence on the response scale functioning that is available.

The study exemplifies the application of the Rasch model to assess measurement precision as a function of the design of the response scale. The methodology raises the awareness for the unit of measurement, which typically remains hidden.

It is becoming more generally accepted that there is a need to develop a new kind of leader to meet the needs of our 21st century VUCA world. The bookcases are full of volumes that describe “what” great leaders should do, but “how” to develop such leaders is usually limited to a macro or systemic solution rather than focusing on granular behavioural change of the individual. This paper describes the qualities and characteristics of Transpersonal Leaders, then focuses on developing these leaders through a new coaching process and finally explains how experienced coaches can be trained to coach these leaders.

Our research over the last 20 years of working with leaders individually and in teams has focused on this issue. We have been developing “21st century ready” leaders, referred to as Transpersonal Leaders, for over 10 years in teams, but only recently have we been developing such leaders through a new coaching process. We have also developed a methodology that codifies the development of Transpersonal Leaders which, in turn, allows us to replicate the programme by training other professionals, potentially in large numbers.

Graduates of the Transpersonal Coach Training Programme say that it has been a transformational personal experience, enabling them to take their leader clients to a new level. Leaders who have been coached say the programme has equipped them to learn a practical approach to becoming an authentic, ethical, caring and more effective leader.

This is a unique approach to coaching leaders but based on proven learning principles.