To:               Leadership Practices Inventory Participant

From:           Susie Prescott

                    Management Development Coordinator

                    Department of Education


Re:               Participation in the Assessment Tool



You are 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.


The following instructions will help guide you through this process:


1.          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. 


2.       The 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.


3.       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.


4.       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).


5.          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 and dreams.

 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 credibility.

Encouraging the Heart - Recognizing individual contributions to the success of every project - and -  Celebrating team accomplishments regularly.

 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.