LPI ® : Leadership Practices Inventory ® JAMES M. KOUZES & BARRY Z. POSNER Individual Feedback Report
Prepared for Vanessa Willis | March 16, 2020 Your Crescendo
CONTENTS
The Five Practices of Exemplary Leadership® and the LPI Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 The Five Practices Data Summary . . . . . . . . . . . . . . . . . . . . . . 2 The Five Practices Bar Graphs . . . . . . . . . . . . . . . . . . . . . . . . . 3 Leadership Behaviors Ranking . . . . . . . . . . . . . . . . . . . . . . . . 4 Model the Way Data Summary . . . . . . . . . . . . . . . . . . . . . . . . . 6 Model the Way Bar Graphs . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Inspire a Shared Vision Data Summary . . . . . . . . . . . . . . . . . . . 8 Inspire a Shared Vision Bar Graphs . . . . . . . . . . . . . . . . . . . . . 9 Challenge the Process Data Summary . . . . . . . . . . . . . . . . . . . 10 Challenge the Process Bar Graphs . . . . . . . . . . . . . . . . . . . . . . 11 Enable Others to Act Data Summary . . . . . . . . . . . . . . . . . . . . . 12 Enable Others to Act Bar Graphs . . . . . . . . . . . . . . . . . . . . . . . 13 Encourage the Heart Data Summary . . . . . . . . . . . . . . . . . . . . 14 Encourage the Heart Bar Graphs . . . . . . . . . . . . . . . . . . . . . . . 15 Percentile Ranking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Responses to Essay Questions . . . . . . . . . . . . . . . . . . . . . . . . . 17
Profile for Vanessa Willis Your Crescendo March 16, 2020
The Five Practices of Exemplary Leadership® Created by James M. Kouzes and Barry Z. Posner in the early 1980s and first identified in their internationally best-selling book, The Leadership Challenge , The Five Practices of Exemplary Leadership approaches leadership as a measurable, learnable, and teachable set of behaviors. After conducting hundreds of interviews, reviewing thousands of case studies, and analyzing more than two million survey questionnaires to understand those times when leaders performed at their personal best, there emerged five practices common to making extraordinary things happen. The Five Practices are:
The Leadership Practices Inventory (LPI) instrument is an essential tool to help you gain perspective into how you see yourself as a leader, how others view you, and what actions you can take to improve your use of The Five Practices, which research has demonstrated, year after year, make for more effective leaders.
ABOUT YOUR LPI REPORT The LPI measures the frequency of 30 specific leadership behaviors on a 10-point scale, with six behavioral statements for each of The Five Practices. You and the observers you selected rated how frequently you engage in each of these important behaviors associated with The Five Practices. The response scale is:
1-Almost Never
3-Seldom
5-Occasionally 7-Fairly Often 9-Very Frequently
RESPONSE SCALE
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
In the following report pages, you'll see your LPI Self (S) responses and your observer responses, which are categorized into Manager (M), Direct Report (D), Co-Worker (C), and Other (O). Observer responses are categorized as "Other" when there are not enough responses in the Direct Report or Coworker categories to preserve observer anonymity. The average observer rating (AVG) is an average of all LPI observer responses including Manager.
RATER ABBREVIATIONS:
M-Manager
D-Direct Report
C-Co-Worker
O-Other
S-Self
AVG-Average of all Observer Responses
You requested a total of 13 observers to rate you; of these, 8 have submitted an Observer survey as of report date and are included in your report results.
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 1
Profile for Vanessa Willis Your Crescendo March 16, 2020
The Five Practices Data Summary This page summarizes your LPI responses for each leadership Practice. The Self column shows the total of your own responses to the six behavioral statements about each Practice. The Individual Observers columns show the total of each Observer's six responses for the Practice. The AVG column shows the average of all your Observers' total responses. Total responses for each Practice can range from 6 to 60; which represents adding up the response score (ranging from 1-Almost Never to 10-Almost Always) for each of the six behavioral statements related to that practice.
SELF AVG
INDIVIDUAL OBSERVERS M1 M2 M3 D1 D2 C1 C2 C3
48 55.0 50 46 53 55 59 60 58 59
Model the Way
46 49.3 39 44 32 51 58 60 59 51
Inspire a Shared Vision
50 54.0 46 46 46 59 59 60 57 59
Challenge the Process
55 56.1 52 54 55 58 58 60 57 55
Enable Others to Act
57 51.1 40 50 27 59 58 60 57 58
Encourage the Heart
M-Manager
D-Direct Report
C-Co-Worker
O-Other
S-Self
AVG-Average of all Observer Responses
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 2
Profile for Vanessa Willis Your Crescendo March 16, 2020
The Five Practices Bar Graphs These bar graphs, one set for each leadership Practice, provide a graphic representation of the numerical data recorded on The Five Practices Data Summary page. By Practice, it shows the total response for Self and the average total for each category of Observer. Average refers to the average for all categories of Observers (including Manager). Total responses can range from 6 to 60; which represents adding up the response score (ranging from 1-Almost Never to 10-Almost Always) for each of the six behavioral statements related to that practice. Model the Way 0 5 10 15 20 25 30 35 40 45 50 55 60 SELF 48 AVERAGE 55.0 MANAGER 49.7
DIRECT REPORT 57.0 CO-WORKER 59.0
Inspire a Shared Vision 0 5
10 15 20 25 30 35 40 45 50 55 60
SELF
46
AVERAGE MANAGER
49.3
38.3 DIRECT REPORT 54.5 CO-WORKER 56.7
Challenge the Process 0 5
10 15 20 25 30 35 40 45 50 55 60
SELF
50
AVERAGE MANAGER
54.0
46.0 DIRECT REPORT 59.0 CO-WORKER 58.7
Enable Others to Act 0 5
10 15 20 25 30 35 40 45 50 55 60
SELF
55
AVERAGE MANAGER
56.1
53.7 DIRECT REPORT 58.0 CO-WORKER 57.3
Encourage the Heart 0 5
10 15 20 25 30 35 40 45 50 55 60
SELF
57
AVERAGE MANAGER
51.1
39.0 DIRECT REPORT 58.5 CO-WORKER 58.3
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 3
Profile for Vanessa Willis Your Crescendo March 16, 2020
Leadership Behaviors Ranking The following page shows the ranking, from most frequent to least frequent, of all 30 leadership behaviors based on the average of your Observers’ responses. The average (AVG) includes the Manager response, which is also shown separately. Horizontal lines separate the 10 most and the 10 least frequent behaviors from the middle 10. A plus sign (+) next to the AVG or Manager (M) response indicates that the response is more than 1.5 points higher than your Self response; a minus sign (-) indicates that the response is more than 1.5 points lower than your Self response. Since 1.5 is approximately the average difference between self and observer scores, any difference greater than that merits attention. When the +/- column is blank in a given row, this indicates a reasonable degree of agreement between the SELF and AVG or SELF and MANAGER scores. The response scale runs from 1-Almost Never to 10-Almost Always.
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 4
Profile for Vanessa Willis Your Crescendo March 16, 2020
MOST FREQUENT
PRACTICE SELF AVG +/- M +/-
10 10.0 10.0 10 9.9 10.0 10 9.8 9.7 9 9.8 9.3 10 9.6 9.7 10 9.6 9.0
14. Treats people with dignity and respect
Enable
11. Follows through on promises and commitments he/she makes
Model
9. Actively listens to diverse points of view
Enable
1. Sets a personal example of what he/she expects of others
Model
4. Develops cooperative relationships among the people he/she works with
Enable
18. Asks "What can we learn?" when things don't go as expected
Challenge
6. Makes certain that people adhere to the principles and standards that have been agreed upon
9 9.6 9.0
Model
8 9.4 8.3 9 9.3 8.3
26. Is clear about his/her philosophy of leadership
Model
22. Paints the "big picture" of what we aspire to accomplish
Inspire
9 9.1 9 9.1
8.0 7.7
23. Identifies measurable milestones that keep projects moving forward
Challenge
28. Takes initiative in anticipating and responding to change
Challenge Challenge
7 9.0 + 7.3 5 9.0 + 7.3 +
3. Seeks out challenging opportunities that test his/her own skills and abilities
29. Ensures that people grow in their jobs by learning new skills and developing themselves
Enable
Encourage 10 8.9 7.3 -
5. Praises people for a job well done
10 8.9 7.7 -
19. Involves people in the decisions that directly impact their job performance 20. Publicly recognizes people who exemplify commitment to shared values 24. Gives people a great deal of freedom and choice in deciding how to do their work 30. Gets personally involved in recognizing people and celebrating accomplishments 21. Builds consensus around a common set of values for running our organization 27. Speaks with genuine conviction about the higher meaning and purpose of our work
Enable
Encourage 10 8.9 7.0 -
10 8.9 9.3 9 8.8 6.7 - 3 8.8 + 7.7 + 10 8.6 8.0 -
Enable
Encourage
Model
Inspire
8 8.6 6.7
13. Actively searches for innovative ways to improve what we do
Challenge
Encourage 10 8.5 6.0 -
10. Makes it a point to let people know about his/her confidence in their abilities
7 8.5 7.3
8. Challenges people to try out new and innovative ways to do their work
Challenge
15. Makes sure that people are creatively recognized for their contributions to the success of our projects
8 8.3 6.0 -
Encourage
8 8.0 6.0 -
12. Appeals to others to share dream of the future
Inspire
Encourage 10 7.9 - 6.0 -
25. Tells stories of encouragement about the good work of others
6 7.9 + 6.0 8 7.8 4.7 - 5 7.8 + 5.3 9 7.6 5.3 -
17. Shows others how their long-term interests can be realized by enlisting in a common vision Inspire
7. Describes a compelling image of what our future could be like
Inspire Inspire
2. Talks about future trends that will influence how our work gets done
16. Asks for feedback on how his/her actions affect other people's performance
Model
LEAST FREQUENT
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 5
Profile for Vanessa Willis Your Crescendo March 16, 2020
Clarify values by finding your voice and affirming shared values Model the Way Data Summary
Set the example by aligning actions with shared values
This page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responses you gave yourself for each behavior. The AVG column shows the averages of the Observers responses. The Individual Observers columns show each Observers response for each behavioral item. Responses can range from 1-Almost Never to 10-Almost Always.
SELF AVG
INDIVIDUAL OBSERVERS M1 M2 M3 D1 D2 C1 C2 C3
9.8
1.
Sets a personal example of what he/she expects of others
9
10 8 10 10 10 10 10 10
9.6
6. Makes certain that people adhere to the principles and standards that have been agreed upon
9
9 8 10 10 10 10 10 10
9.9
11. Follows through on promises and commitments he/she makes
10
10 10 10 10 10 10 10 9
7.6
16. Asks for feedback on how his/ her actions affect other people's performance
9
6 5 5 8 9 10 8 10
8.8
21. Builds consensus around a common set of values for running our organization
3
7 8 8 7 10 10 10 10
9.4
26. Is clear about his/her
8
8 7 10 10 10 10 10 10
philosophy of leadership
1-Almost Never
3-Seldom
5-Occasionally 7-Fairly Often 9-Very Frequently
RESPONSE SCALE
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
M-Manager
D-Direct Report
C-Co-Worker
O-Other
S-Self
AVG-Average of all Observer Responses
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 6
Profile for Vanessa Willis Your Crescendo March 16, 2020
Model the Way Bar Graphs
Clarify values by finding your voice and affirming shared values Set the example by aligning actions with shared values
The set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and your Observers' average responses for that behavior. By behavior, it shows the response for Self and the average response for each category of Observer. Average refers to the average response for all categories of Observers (including Manager). Responses can range from 1-Almost Never to 10-Almost Always.
0
1
2
3
4
5
6
7
8
9
10
S 9 AVG 9.8
1.
Sets a personal example of what he/ she expects of others
D 10.0 C 10.0 M 9.3
0
1
2
3
4
5
6
7
8
9
10
S 9 AVG 9.6 D 10.0 C 10.0 M 9.0
6. Makes certain that people adhere to the principles and standards that have been agreed upon
0
1
2
3
4
5
6
7
8
9
10
S 10 AVG 9.9 D 10.0 C 9.7 M 10.0
11. Follows through on promises and commitments he/she makes
0
1
2
3
4
5
6
7
8
9
10
S 9 AVG 7.6 D 8.5 C 9.3 M 5.3
16. Asks for feedback on how his/her actions affect other people's performance
0
1
2
3
4
5
6
7
8
9
10
S 3 AVG 8.8
21. Builds consensus around a common set of values for running our organization
D 8.5 C 10.0 M 7.7
0
1
2
3
4
5
6
7
8
9
10
S 8 AVG 9.4 D 10.0 C 10.0 M 8.3
26. Is clear about his/her philosophy of leadership
1-Almost Never
3-Seldom
5-Occasionally 7-Fairly Often 9-Very Frequently
RESPONSE SCALE
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
M-Manager
D-Direct Report
C-Co-Worker
O-Other
S-Self
AVG-Average of all Observer Responses
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 7
Profile for Vanessa Willis Your Crescendo March 16, 2020
Envision the future by imagining exciting and ennobling possibilities Inspire a Shared Vision Data Summary Enlist others in a common vision by appealing to shared aspirations
This page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responses you gave yourself for each behavior. The AVG column shows the averages of the Observers responses. The Individual Observers columns show each Observers response for each behavioral item. Responses can range from 1-Almost Never to 10-Almost Always.
SELF AVG
INDIVIDUAL OBSERVERS M1 M2 M3 D1 D2 C1 C2 C3
7.8
2.
Talks about future trends that will influence how our work gets done
5
8 5 3 9 10 10 10 7
7.8
7.
Describes a compelling image of what our future could be like
8
5 6 3 9 10 10 10 9
8.0
12. Appeals to others to share dream of the future
8
6 8 4 8 9 10 10 9
7.9
17. Shows others how their long- term interests can be realized by enlisting in a common vision
6
6 8 4 8 9 10 10 8
9.3
22. Paints the "big picture" of
9
7 8 10 10 10 10 10 9
what we aspire to accomplish
8.6
27. Speaks with genuine
10
7 9 8 7 10 10 9 9
conviction about the higher meaning and purpose of our work
1-Almost Never
3-Seldom
5-Occasionally 7-Fairly Often 9-Very Frequently
RESPONSE SCALE
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
M-Manager
D-Direct Report
C-Co-Worker
O-Other
S-Self
AVG-Average of all Observer Responses
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 8
Profile for Vanessa Willis Your Crescendo March 16, 2020
Envision the future by imagining exciting and ennobling possibilities Inspire a Shared Vision Bar Graphs Enlist others in a common vision by appealing to shared aspirations
The set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and your Observers' average responses for that behavior. By behavior, it shows the response for Self and the average response for each category of Observer. Average refers to the average response for all categories of Observers (including Manager). Responses can range from 1-Almost Never to 10-Almost Always.
0
1
2
3
4
5
6
7
8
9
10
S 5 AVG 7.8 D 9.5 C 9.0 M 5.3
2.
Talks about future trends that will influence how our work gets done
0
1
2
3
4
5
6
7
8
9
10
S 8 AVG 7.8 D 9.5 C 9.7 M 4.7
7.
Describes a compelling image of what our future could be like
0
1
2
3
4
5
6
7
8
9
10
S 8 AVG 8.0 D 8.5 C 9.7 M 6.0
12. Appeals to others to share dream of the future
0
1
2
3
4
5
6
7
8
9
10
S 6 AVG 7.9 D 8.5 C 9.3 M 6.0
17. Shows others how their long-term interests can be realized by enlisting in a common vision
0
1
2
3
4
5
6
7
8
9
10
S 9 AVG 9.3
22. Paints the "big picture" of what we aspire to accomplish
D 10.0 C 9.7 M 8.3
0
1
2
3
4
5
6
7
8
9
10
S 10 AVG 8.6 D 8.5 C 9.3 M 8.0
27. Speaks with genuine conviction about the higher meaning and purpose of our work
1-Almost Never
3-Seldom
5-Occasionally 7-Fairly Often 9-Very Frequently
RESPONSE SCALE
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
M-Manager
D-Direct Report
C-Co-Worker
O-Other
S-Self
AVG-Average of all Observer Responses
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 9
Profile for Vanessa Willis Your Crescendo March 16, 2020
Challenge the Process Data Summary
Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve Experiment and take risks by constantly generating small wins and learning from experience
This page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responses you gave yourself for each behavior. The AVG column shows the averages of the Observers responses. The Individual Observers columns show each Observers response for each behavioral item. Responses can range from 1-Almost Never to 10-Almost Always.
SELF AVG
INDIVIDUAL OBSERVERS M1 M2 M3 D1 D2 C1 C2 C3
9.0
3.
Seeks out challenging opportunities that test his/her own skills and abilities
7
8 6 8 10 10 10 10 10
8.5
8. Challenges people to try out new and innovative ways to do their work
7
6 7 9 9 10 10 7 10
8.6
13. Actively searches for
8
7 7 6 10 9 10 10 10
innovative ways to improve what we do
9.6
18. Asks "What can we learn?" when things don't go as expected
10
10 9 8 10 10 10 10 10
9.1
23. Identifies measurable
9
7 8 9 10 10 10 10 9
milestones that keep projects moving forward
9.1
28. Takes initiative in anticipating and responding to change
9
8 9 6 10 10 10 10 10
1-Almost Never
3-Seldom
5-Occasionally 7-Fairly Often 9-Very Frequently
RESPONSE SCALE
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
M-Manager
D-Direct Report
C-Co-Worker
O-Other
S-Self
AVG-Average of all Observer Responses
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 10
Profile for Vanessa Willis Your Crescendo March 16, 2020
Challenge the Process Bar Graphs
Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve Experiment and take risks by constantly generating small wins and learning from experience
The set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and your Observers' average responses for that behavior. By behavior, it shows the response for Self and the average response for each category of Observer. Average refers to the average response for all categories of Observers (including Manager). Responses can range from 1-Almost Never to 10-Almost Always.
0
1
2
3
4
5
6
7
8
9
10
S 7 AVG 9.0 D 10.0 C 10.0 M 7.3
3.
Seeks out challenging opportunities that test his/her own skills and abilities
0
1
2
3
4
5
6
7
8
9
10
S 7 AVG 8.5 D 9.5 C 9.0 M 7.3
8. Challenges people to try out new and innovative ways to do their work
0
1
2
3
4
5
6
7
8
9
10
S 8 AVG 8.6
13. Actively searches for innovative ways to improve what we do
D 9.5 C 10.0 M 6.7
0
1
2
3
4
5
6
7
8
9
10
S 10 AVG 9.6 D 10.0 C 10.0 M 9.0
18. Asks "What can we learn?" when things don't go as expected
0
1
2
3
4
5
6
7
8
9
10
S 9 AVG 9.1
23. Identifies measurable milestones that keep projects moving forward
D 10.0 C 9.7 M 8.0
0
1
2
3
4
5
6
7
8
9
10
S 9 AVG 9.1
28. Takes initiative in anticipating and responding to change
D 10.0 C 10.0 M 7.7
1-Almost Never
3-Seldom
5-Occasionally 7-Fairly Often 9-Very Frequently
RESPONSE SCALE
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
M-Manager
D-Direct Report
C-Co-Worker
O-Other
S-Self
AVG-Average of all Observer Responses
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 11
Profile for Vanessa Willis Your Crescendo March 16, 2020
Foster collaboration by building trust and facilitating relationships Enable Others to Act Data Summary Strengthen others by increasing self-determination and developing competence
This page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responses you gave yourself for each behavior. The AVG column shows the averages of the Observers responses. The Individual Observers columns show each Observers response for each behavioral item. Responses can range from 1-Almost Never to 10-Almost Always.
SELF AVG
INDIVIDUAL OBSERVERS M1 M2 M3 D1 D2 C1 C2 C3
9.6
4. Develops cooperative
10
10 9 10 10 9 10 10 9
relationships among the people he/she works with
9.8
9. Actively listens to diverse points of view
10
10 9 10 10 10 10 10 9
10 10.0 10 10 10 10 10 10 10 10
14. Treats people with dignity and respect
8.9
19. Involves people in the
10
6 9 8 9 10 10 10 9
decisions that directly impact their job performance
8.9
24. Gives people a great deal of freedom and choice in deciding how to do their work
10
9 10 9 9 9 10 7 8
9.0
29. Ensures that people grow in their jobs by learning new skills and developing themselves
5
7 7 8 10 10 10 10 10
1-Almost Never
3-Seldom
5-Occasionally 7-Fairly Often 9-Very Frequently
RESPONSE SCALE
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
M-Manager
D-Direct Report
C-Co-Worker
O-Other
S-Self
AVG-Average of all Observer Responses
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 12
Profile for Vanessa Willis Your Crescendo March 16, 2020
Foster collaboration by building trust and facilitating relationships Enable Others to Act Bar Graphs
Strengthen others by increasing self-determination and developing competence
The set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and your Observers' average responses for that behavior. By behavior, it shows the response for Self and the average response for each category of Observer. Average refers to the average response for all categories of Observers (including Manager). Responses can range from 1-Almost Never to 10-Almost Always.
0
1
2
3
4
5
6
7
8
9
10
S 10 AVG 9.6 D 9.5 C 9.7 M 9.7
4. Develops cooperative relationships among the people he/she works with
0
1
2
3
4
5
6
7
8
9
10
S 10 AVG 9.8
9. Actively listens to diverse points of view
D 10.0 C 9.7 M 9.7
0
1
2
3
4
5
6
7
8
9
10
S 10 AVG 10.0 D 10.0 C 10.0 M 10.0
14. Treats people with dignity and respect
0
1
2
3
4
5
6
7
8
9
10
S 10 AVG 8.9 D 9.5 C 9.7 M 7.7
19. Involves people in the decisions that directly impact their job performance
0
1
2
3
4
5
6
7
8
9
10
S 10 AVG 8.9 D 9.0 C 8.3 M 9.3
24. Gives people a great deal of freedom and choice in deciding how to do their work
0
1
2
3
4
5
6
7
8
9
10
S 5 AVG 9.0 D 10.0 C 10.0 M 7.3
29. Ensures that people grow in their jobs by learning new skills and developing themselves
1-Almost Never
3-Seldom
5-Occasionally 7-Fairly Often 9-Very Frequently
RESPONSE SCALE
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
M-Manager
D-Direct Report
C-Co-Worker
O-Other
S-Self
AVG-Average of all Observer Responses
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 13
Profile for Vanessa Willis Your Crescendo March 16, 2020
Recognize contributions by showing appreciation for individual excellence Encourage the Heart Data Summary Celebrate the values and victories by creating a spirit of community
This page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responses you gave yourself for each behavior. The AVG column shows the averages of the Observers responses. The Individual Observers columns show each Observers response for each behavioral item. Responses can range from 1-Almost Never to 10-Almost Always.
SELF AVG
INDIVIDUAL OBSERVERS M1 M2 M3 D1 D2 C1 C2 C3
8.9
5.
Praises people for a job well done
10
9 9 4 10 10 10 10 9
8.5
10. Makes it a point to let people know about his/her confidence in their abilities
10
7 6 5 10 10 10 10 10
8.3
15. Makes sure that people are
8
6 10 2 9 9 10 10 10
creatively recognized for their contributions to the success of our projects
8.9
20. Publicly recognizes people who exemplify commitment to shared values
10
7 8 6 10 10 10 10 10
7.9
25. Tells stories of
10
4 10 4 10 9 10 7 9
encouragement about the good work of others
8.8
30. Gets personally involved in recognizing people and celebrating accomplishments
9
7 7 6 10 10 10 10 10
1-Almost Never
3-Seldom
5-Occasionally 7-Fairly Often 9-Very Frequently
RESPONSE SCALE
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
M-Manager
D-Direct Report
C-Co-Worker
O-Other
S-Self
AVG-Average of all Observer Responses
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 14
Profile for Vanessa Willis Your Crescendo March 16, 2020
Encourage the Heart Bar Graphs
Recognize contributions by showing appreciation for individual excellence Celebrate the values and victories by creating a spirit of community
The set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and your Observers' average responses for that behavior. By behavior, it shows the response for Self and the average response for each category of Observer. Average refers to the average response for all categories of Observers (including Manager). Responses can range from 1-Almost Never to 10-Almost Always.
0
1
2
3
4
5
6
7
8
9
10
S 10 AVG 8.9
5.
Praises people for a job well done
D 10.0 C 9.7 M 7.3
0
1
2
3
4
5
6
7
8
9
10
S 10 AVG 8.5
10. Makes it a point to let people know about his/her confidence in their abilities
D 10.0 C 10.0 M 6.0
0
1
2
3
4
5
6
7
8
9
10
S 8 AVG 8.3
15. Makes sure that people are creatively recognized for their contributions to the success of our projects
D 9.0 C 10.0 M 6.0
0
1
2
3
4
5
6
7
8
9
10
S 10 AVG 8.9
20. Publicly recognizes people who exemplify commitment to shared values
D 10.0 C 10.0 M 7.0
0
1
2
3
4
5
6
7
8
9
10
S 10 AVG 7.9 D 9.5 C 8.7 M 6.0
25. Tells stories of encouragement about the good work of others
0
1
2
3
4
5
6
7
8
9
10
S 9 AVG 8.8
30. Gets personally involved in
recognizing people and celebrating accomplishments
D 10.0 C 10.0 M 6.7
1-Almost Never
3-Seldom
5-Occasionally 7-Fairly Often 9-Very Frequently
RESPONSE SCALE
2-Rarely
4-Once in a While
6-Sometimes
8-Usually
10-Almost always
M-Manager
D-Direct Report
C-Co-Worker
O-Other
S-Self
AVG-Average of all Observer Responses
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 15
Profile for Vanessa Willis Your Crescendo March 16, 2020
Percentile Ranking The leaders and observers who make up the LPI database include a mix of males and females at all levels, from all types of organizations, and from all over the world. This page compares your Self responses and those of your Observers to all Observer responses for other leaders who have taken the LPI. The horizontal lines at the 30th and 70th percentiles divide the graph into three segments, roughly approximating a normal distribution of scores. Each line on the graph shows what percentile your Self or an Observer category response falls into for each Practice. For example, if your Self score for Model the Way is at the 50th percentile, half of the leaders in the database were rated higher by their Observers on the Practice, and half were rated lower.
MODEL THE WAY
INSPIRE A SHARED VISION
CHALLENGE THE PROCESS
ENABLE OTHERS TO ACT
ENCOURAGE THE HEART
100
90
80
70
60
50
40
30
20
10
0
Self
Manager
Direct Report
Co-Worker
Other
Average of all Observers
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 16
Profile for Vanessa Willis Your Crescendo March 16, 2020
Essay Question Responses This page contains Observer responses to the open-ended essay questions presented with the Leadership Practices Inventory. Since answering these questions is optional, each question may not have the same number of answers per question. If no Observer chose to answer a particular question, the response "No one answered this feedback question" will appear in the answer field.
Q: What do you consider to be this leader's greatest strengths? (Work they are really good at)
A: I believe her greatest strengths are: Dedication to the success of the projects Coordination and attention to detail
A: Being able to adapt to changes in the workplace while assessing issues and resolving them in the most effective and efficient manner.
A: Vanessa has a tremendous capacity to listen and watch for communication. She can then translate this into solid actions and summaries to move the work forward. She doesn't give up, she will keep going until it's understood actioned and completed.
A: Very structured and detailed oriented. Not afraid to lead by example.
A: Forward Thinking: Vanessa doesn't dwell in the past too much. She is always looking for the next action to complete.
A: Vanessa is great at motivating employees to get the job done correctly and according to established standards.
A: Ability to accept challenge & change as it comes, does not complain. Simply seeks the best path to a solution.
Q: What do you consider to be this leader's passions? (Work they love to do)
A: Team success Coordinating difficult solutions
A: Helping others; serving the community
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 17
Profile for Vanessa Willis Your Crescendo March 16, 2020
Essay Question Responses (cont.)
Q: What do you consider to be this leader's passions? (Work they love to do) (cont.)
A: Vanessa loves to help others. Her challenge is finding the whom to help that makes her passionate. Remember, your work is where you earn your living and sometimes it's your passion. Service can be your passion.
A: She is passionate about helping others to do their best job.
A: Authentic Caring: She will help anyone, anytime.
A: Vanessa is passionate about mentoring and developing young new talent in the organization.
A: The people she interacts with along the way and the pride with finished project/presentation.
Q: What do you consider to be this leader's greatest motivations? (Work that fuels and rewards them)
A: Goal completion and Upward mobility
A: Building better communities and communities through empowerment.
A: Helping others. She's very good at it.
A: I think she is self motivated. Her reward is knowing she gave a 100% effort and the task turned out as planned.
A: Seeing people succeed: Knowing that the time spent with the person, lead to an achievement made.
A: Vanessa has a way of motivating her team by rewarding them with great incentives.
A: 100% integrity for what she is doing, personal pride
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 18
Profile for Vanessa Willis Your Crescendo March 16, 2020
Essay Question Responses (cont.)
Q: When you think of this leaders brand, what words come to mind? (3 - 5 words please)
A: Strength, dedication and compassion
A: Innovative intelligent committed humble compassionate empowering
A: Strength , compassion, order out of chaos
A: Perfectionist, excellent communicator, confident, passionate, loyal
A: Unbounded Leader!
A: Excellence in all we do! Vanessa demands excellence from her subordinates and her expectations are clear from the beginning.
A: Self reliant, warrior, teacher, and driven
© Copyright 2020 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
LPI INDIVIDUAL REPORT
PAGE 19
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21Made with FlippingBook - professional solution for displaying marketing and sales documents online