Overview
For this assignment, you will be taking a more thorough look into your leadership self-assessment results that you reflected on in Module One. This assignment will help in the creation of your personal development plan, which will be submitted in Module Six.
Scenario
You work as a director of leadership and learning for an organization that makes prosthetics. The organization has been in business since 1999 and employs over 350 people in its Tampa, Florida, headquarters and three plant locations across the Southwest. While the business is currently based in the United States, the organization is exploring ways to move into Canadian markets within the next three years. This years employee engagement survey results for the organization show that some leadership practices were rated lower, while some practices were rated higher. The new chief human resources officer (CHRO) met with the team to discuss the general results. Everyone agrees that the companys focus should be on both specific leadership development areas perceived as strengths and on those rated as areas for improvement, primarily regarding social intelligence, emotional intelligence, and the interpersonal skills of effective leaders.
To help this initiative, your manager, the vice president of leadership and learning, asked you to create an adaptive leadership toolkit that can be used throughout the organization. To begin this work, you conducted a personal leadership self-assessment, and now you will be taking a closer look at these results to produce a self-assessment report. You plan on exploring how this self-assessment would make a beneficial contribution to a personal development plan and adaptive leadership toolkit, which will help to resolve the leadership challenges the organization is currently facing.
Prompt
For this assignment, refer to your results from your self-assessment and use the LPI Self Percentile Ranking to determine where each of your five leadership behaviors rank.
Leadership Behaviors
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
For further information on each leadership behavior, please refer to The Ten Commitments of Exemplary Leadership.
Self-assessment: In this part of your report, you will use the results from your self-assessment to identify leadership behaviors where you ranked highest and where you ranked lowest, and begin thinking about how this information impacts your ability to lead. This work will help to inform your personal development plan, which you will create in Module Six.
Identify the leadership behavior in which you ranked lowest and define what this behavior means to you.
For the leadership behavior in which you ranked lowest, describe the importance of developing this area to improve skills related to leading others.
Identify the leadership behavior in which you ranked highest and define what this behavior means to you.
For the leadership behavior in which you ranked highest, describe how this area helps support skills related to being an effective leader.
Adaptive leadership toolkit: In this part of your report, you will use your findings from the Employee Satisfaction Survey and the leadership behaviors you reviewed in the self-assessment to identify areas of leadership the organization should focus on developing. This work will help to inform the adaptive leadership toolkit that you will develop in Module Seven.
Based on your review of the Employee Satisfaction Survey, identify the leadership behaviors the organizations leadership should focus on improving and explain how developing these areas will address the business problems the organization currently faces.
Based on your review of the Employee Satisfaction Survey, identify the leadership behaviors the organizations leadership is currently successful in and explain how maintaining these areas can help in managing relationships between the leaders and their direct reports.
EMPLOYEE SATISFACTION SURVEY
SURVEY QUESTIONS
Constantly strives to provide value to our clients and customers
My company cares about its employees
My company cares about its customers
I believe the company mission and vision drive the decisions that are made
My job makes good use of my skills and abilities
I am very satisfied with my job
My supervisor shows appreciation for the work that I do
My pay is competitive with others places that I could work
I am proud to be a part of this company
I am proud to tell my friends and family that I work here
Recognizes employees based on merit, i.e., accomplishments, successes.
I feel encouraged to come up with new and better ways of doing things
My work gives me a sense of personal accomplishment
When people work extra hard to meet our goals they are rewarded accordingly
My Supervisor takes the time to praise those who do an excellent job
I have received the training I need to perform my job responsibilities
My Supervisor talks with me to help me determine my training and development goals.
Maintains working conditions that are safe
Maintains working conditions that are clean and orderly
Respects the dignity and diversity of all employees
Committed to helping employees fulfill their family and other responsibilities
Provides leadership who act in just and ethical ways
Provides employees with a sense of fulfillment and purpose in their jobs
Provides employees with a sense of security in their jobs
Provides employees with fair compensation
Promotes an environment in which employees feel free to make suggestions and complaints
Provides an inclusive environment where each employee is considered as an individual
I have the tools and resources to do my job well
In my job I have clearly defined quality goals
When I am having difficulty my Supervisor is there to support me so I do not feel abandoned
My Supervisor gives me useful information on how I can improve my job performance
My Supervisor lets me know where I stand and what is expected of me
I trust my supervisor
SFACTION SURVEY RESULTS
PERCENT FAVORABLE RESULTS
FOCUS AREA
CLIENT/CUSTOMER
COMPANY & STRATEGY
COMPANY & STRATEGY
COMPANY & STRATEGY
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
RECOGNITION & PRAISE
RECOGNITION & PRAISE
RECOGNITION & PRAISE
REWARD & RECOGNITION
REWARD & RECOGNITION
TRAINING & DEVELOPMENT
TRAINING & DEVELOPMENT
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
Current Year
Two Years Ago
Four Years Ago
90
60
75
60
43
35
38
75
70
80
46
35
38
31
35
66
25
78
80
75
76
35
77
43
75
37
36
76
80
35
38
36
24
89
70
74
65
52
41
48
77
72
81
49
40
42
35
39
70
28
80
82
76
73
45
80
44
76
41
40
77
80
38
41
39
33
91
75
76
71
59
48
55
76
79
80
52
43
44
40
44
68
33
80
82
75
68
53
80
47
75
44
41
76
77
44
44
42
39
LPI Self-Assessment-Reviewing Your Scores
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Kouzes and Posner LPI Self-Assessment-Reviewing Your Scores
This celebrated instrument approaches leadership as a measurable, learnable, and teachable set of behaviors. The LPI Self helps individuals
measure their leadership competencies, while guiding them through the process of applying Kouzes and Posner’s acclaimed Five Practices of
Exemplary Leadership model to real-life organizational challenges.
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:
Accept the feedback as a gift. Feedback may not come wrapped in a package with a bow, but it’s still one of the most valuable gifts you’ll
ever receive. Why? Because we know from our research that leaders who are the most open to feedback are far more effective than leaders
who resist hearing other people’s perspectives on their behaviors.
Take the feedback 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.
Value the difference in your observers’ perspectives. You’re a multi- dimensional person, and your feedback ought to be multi-dimensional as
well. You work with people from a variety of backgrounds and from a variety of functions and organizations. Feedback from these multiple
perspectives helps you see how you lead across groups and situations. The feedback from each observer helps you build a more complete
picture of how effective you are a 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 months-to see how you are doing and identify new priorities for your
practice.
Why You Can Trust the Feedback
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LPI Self-Assessment-Reviewing Your Scores
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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 statement 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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LPI Self-Assessment-Reviewing Your Scores
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First Impressions
KEEP IN MIND WHEN REVIEWING YOUR LPI REPORT:
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.
Look for messages in the data, not scores. You may be receiving feedback from your manager, your direct reports, your peers, and others
with whom you interact. It’s easy to get lost in all the numbers. But don’t let the data overwhelm you. Ask yourself, “What are people trying
to tell me about my leadership behaviors?” “Where do I see consistencies and inconsistencies?” “Where are the patterns that shape how
others see my leadership?” Treat the LPI feedback not as a report card, but as valid and useful information that you can use to become a
better leader.
Take personal ownership of the scores instead of thinking up excuses for your observers’ ratings. Remember that the purpose of this
assessment is to identify what you can do to become a better leader.
Remember that the observers are referred to by letters and numbers instead of by name so they remain anonymous. Do not waste your time
attempting to figure out who D1 or C3 might be. It does not matter, and you are likely to be incorrect anyway. Instead, concentrate on the
messages.
Do not be surprised if one observer rates you significantly lower in most if not all of the practices. You do not interact with everyone
equally; the lower rating usually indicates that that observer does not see you engaging in the practice behaviors very frequently. You might
have to think about and create new ways to ensure your leadership is more visible.
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