You work as a director of leadership and learning for

LPI

®

Leadership Practices Inventory

:

®

Self-Response Sheet for Hand Scoring

1- Transfer your ratings from the statements on the questionnaire to the blanks below. Please notice that the numbers of the statements are listed from left to right. Make certain that the number you assigned to each statement (LPI® Question) is transferred to the appropriate blank.

2- Add the scores vertically to gain a total for each column.

MODEL THE WAY		INSPIRE A SHARED VISION		CHALLENGE THE PROCESS		ENABLE OTHERS TO ACT		ENCOURAGE THE HEART
1. 10		2. 7		3. 2		4. 9		5. 6
6. 7		7. 8		8. 10		9. 7		10. 8
11. 4		12. 7		13. 8		14.9		15. 4
16. 8		17. 6		18. 7		19. 6		20. 8
21. 10		22. 9		23. 10		24. 8		25. 9
26. 2		27. 3		28. 3		29. 9		30. 8
TOTAL		TOTAL		TOTAL		TOTAL		TOTAL
41		40		40		48		43

Copyright ©2018 by James M. Kouzes and Barry Z. Posner.

All Rights Reserved. Published by The Leadership Challenge, A Wiley Brand.

Reviewing Your Scores

Make the Most of Your LPI Feedback

This probably doesn't come as any surprise to you, but there's no such thing as instant leadership-or instant expertise of any kind. Those who are the very best at anything become that because they had a strong desire to excel, a belief that new skills and abilities can be learned, and a willing devotion to deliberate practice and continuous learning. What truly differentiates the expert performers from the good performers is hours of practice. Deliberate practice. The best leaders work at becoming the best, and it doesn't happen over a weekend.

Those who are the best at leading are also the best at learning. Exemplary leaders don't rest on their laurels or rely on their natural talents; instead, they continually do more to improve themselves. So, if you want to be the best you can be, you need to become a great learner.

Here are some tips on how you can get the most learning out of the LPI process:

· There is no such thing as a “bad” score, or even a “good” score. The LPI scores are a snapshot-an objective, current view of your leadership behaviors. They are not “grades” but opportunities for you to become more comfortable and skillful as a leader.

· Take your assessment results seriously. You might wonder, “Will it really make a difference if I increase the frequency of the behaviors measured by the LPI?” It will. Research consistently shows the same results: The more frequently you demonstrate the behaviors included in the LPI, the more likely you will be seen as an effective leader.

· Plan now to retake the LPI. Great leaders continually set goals and seek feedback. The LPI gives you a snapshot in time. It is a beginning point from which to move forward. To heighten your focus and practice with great purpose, decide now that you will retake the instrument within a specific period of time-we recommend between six and nine monthsto see how you are doing and identify new priorities for your practice.

Why You Can Trust the Feedback

When we developed the LPI, we conducted several tests to ensure that the instrument had sound psychometric properties. Our own, as well as independent studies, consistently confirm that the LPI has very strong reliability and validity. Reliability means that the six statements pertaining to each leadership practice are highly correlated with one another.

Test/re-test is also high. This means that scores from one administration of the LPI to another within a short time span (a few days or even months) and without any significant intervening event (such as a leadership training program) are consistent and stable.

The LPI has both face validity and predictive validity. “Face validity” means that the results make sense to people. “Predictive validity” means that the results are significantly correlated with various performance measures and can be used to make predictions about leadership effectiveness.

The Ten Commitments of Exemplary Leadership

MODEL THE WAY

· Clarify values by finding your voice and affirming shared values.

· Set the example by aligning actions with shared values.

INSPIRE A SHARED VISION

· Envision the future by imagining exciting and ennobling possibilities.

· Enlist others in a common vision by appealing to shared aspirations.

CHALLENGE THE PROCESS

· Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.

· Experiment and take risks by consistently generating small wins and learning from experience.

ENABLE OTHERS TO ACT

· Foster collaboration by building trust and facilitating relationships.

· Strengthen others by increasing self-determination and developing competence.

ENCOURAGE THE HEART

· Recognize contributions by showing appreciation for individual excellence.

· Celebrate values and victories by creating a spirit of community.

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• Kouzes_Leadership Practices Inventory Percentile Ranking
• Kouzes_LPI percentile-ranking-data 4.pdf

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