Leadership Practices Inventory Participant
Management Development Coordinator
Department of Education
Participation in the Assessment Tool
being asked to participate in The Leadership Practices Inventory, a confidential
360 degree assessment tool, which will provide feedback to a supervisor,
manager, or peer about their leadership behavior.
It is called a 360 degree tool because it enables the individual to
compare how they perceive themselves with the way they are perceived by others.
following instructions will help guide you through this process:
Attached you will find an LPI “Observer” form.
The name of the leader you are providing feedback to is written in at the
top of the page.
feedback you are giving is confidential. Each
leader will receive feedback from ten “observers” of their choosing.
Although the form may have been given to you by your supervisor, manager
or peer, it does not identify you by name.
When you have completed the form it should be sent interoffice mail in
the attached preaddressed envelope to Susie Prescott, Department of Education.
The feedback from all ten observers is put into a computer program and
produces a report summarizing all of the responses.
On page 2 and 3 of the form you are being asked to assign a number
between 1 and 10 to each statement (1 = almost never and 10 = almost always).
You should choose the number based on how frequently the leader typically
engages in the behavior described in each statement.
In other words, answer in terms of how the leader typically behaves - on
most days, on most projects, and with most people.
When you have responded to all thirty statements, turn to the response
sheet on page 4. Do not write your name
on the response sheet. The name
of the leader should appear at the top of this page.
Check the box that describes your relationship with the leader, it should
either be a direct report (this is your supervisor) or a coworker (peer).
Transfer your responses to this sheet - please notice that the numbers go
across the page not up and down. When
you have completed the form, return page 4 to Susie Prescott, Department of
Education in the attached preaddressed envelope.
Please complete the tool and return as directed below as soon as possible. Do not hesitate to contact Susie Prescott at extension 2534 if you have any questions. Thank you for participating in the process.
The Leadership Challenge
Challenging the Process
- Searching out challenging
opportunities to change, grow, innovate, and improve - and -
Experimenting, taking risks, and learning from the accompanying mistakes.
Leaders know that greatness doesn’t come
from maintaining the status quo, so they search for opportunities to
improve the organization. Leaders
exemplify the pioneer spirit. They’re
willing to take risks, to venture into the unknown, to innovate and
experiment in order to find new and better ways of doing things.
And when they make mistakes or fail, they use their mistakes as
learning opportunities. Leaders
push others as well as themselves to exceed accepted limits.
They champion good ideas, challenge the system to get those ideas
adopted, and keep their organizations growing and moving forward.
Inspiring a Shared Vision
- Envisioning an uplifting
and ennobling future - and - Enlisting
others in a common vision by appealing to their values, interests, hopes
Leaders passionately believe that they can
make a difference. They have
a desire to make something happen, to change the way things are, to create
something that’s never existed before.
They have a sense of what the results will look like even before
they’ve started working on a project.
They are driven by this clear image of what the organization can
become. But just having a
vision of the future isn’t enough.
Others must share that vision.
To enlist constituents in a vision, leaders must know and care
about the hopes and dreams that drive their constituents.
They must breathe life into those hopes and dreams so that
constituents can see the exciting possibilities that the future holds.
They must forge a unity of purpose by showing constituents how the
vision can meet their needs and serve the common good.
Leaders often find that their enthusiasm is catching.
It’s the spark that ignites the flame of inspiration.
Enabling Others to Act
- Fostering collaboration by
promoting cooperative goals and building trust - and - Strengthening
people by giving power away, providing choice, developing competence,
assigning critical tasks, and offering visible support.
Leaders foster collaboration and build
spirited teams. They know
that their relationships with constituents foster enthusiasm for
achievement and that mutual respect sustains extraordinary efforts. So they involve their constituents in every aspect of the
work, including planning and decision making.
They strive to create an atmosphere of trust and human dignity, and
they nurture self-esteem in others. In
an environment like this, people feel strong and capable - like co-owners
instead of hired hands.
Modeling the Way - Setting the example by behaving in ways
that are consistent with shared values - and - Achieving “small wins”
that promote consistent progress and build commitment.
Leaders set standards for the way people -
constituents, colleagues, and customers - should be treated and the way
goals should be pursued. They
create standards of excellence, setting an example for others to follow.
They know their own values and motives and live their lives in
accordance with those values and motives.
Leaders know that complex change can be overwhelming to people, so
they model ways to keep projects on course.
They break down large tasks into achievable steps so that people can accomplish small wins along the way.
They unravel bureaucracy when it thwarts action.
They establish direction when others are unsure about where to go
or how to get there. They
create opportunities for victory when others feel frustrated or
discouraged. It’s the
position that gives leaders their authority, but it’s their behavior
that earns respect. And
it’s consistency between words and actions that builds a leader’s
Encouraging the Heart
- Recognizing individual contributions to the success of every project -
and - Celebrating team
Accomplishing extraordinary things in
organizations is hard work. To
keep hope and determination alive, leaders recognize the contributions
that individuals make. With
thank-you notes, smiles, awards, and public praise, they demonstrate their
appreciation. And they love
to boast about the achievements of others.
Leaders know that in a winning team, the members need to share in
the rewards of their efforts, so they can celebrate accomplishments.
They make people feel like heroes.