Profile for Sample LeaderFolder Name

April 22, 2011

Leadership Practices Inventory

3 © Copyright 2009 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

The rating scale runs from 1 to 101 - Almost Never 6 - Sometimes2 - Rarely 7 - Fairly Often3 - Seldom 8 - Usually4 - Once in a While 9 - Very Frequently5 - Occasionally 10 - Almost Always

Leadership Behaviors Ranking

This page shows the ranking, from most frequent ("high") to least frequent ("low") of all 30 leadership behaviors based on the average Observers' score. A horizontal line separates the 10 least frequent behaviors from the others. An asterisk (*) next to the Observer score indicates that the Observer score and the Self score differ by more than plus or minus 1.5.

High Practice Self Observers28. Experiments and takes risks Challenge 8 7.622. Paints "big picture" of group aspirations Inspire 9 6.6*

9. Actively listens to diverse points of view Enable 4 6.6*27. Speaks with conviction about meaning of work Inspire 5 6.420. Recognizes people for commitment to shared values Encourage 9 6.3*29. Ensures that people grow in their jobs Enable 7 6.319. Supports decisions other people make Enable 10 6.1*

4. Develops cooperative relationships Enable 10 6.1*30. Gives team members appreciation and support Encourage 8 6.1*23. Makes certain that goals, plans, and milestones are set Challenge 8 6.1*21. Builds consensus around organization's values Model 7 6.115. Creatively rewards people for their contributions Encourage 7 6.0

6. Makes certain that people adhere to agreed-on standards Model 5 6.012. Appeals to others to share dream of the future Inspire 9 5.9*

1. Sets a personal example of what is expected Model 2 5.9*18. Asks "What can we learn?" Challenge 9 5.8*

3. Seeks challenging opportunities to test skills Challenge 8 5.8*2. Talks about future trends influencing our work Inspire 4 5.8*

26. Is clear about his/her philosophy of leadership Model 10 5.6*11. Follows through on promises and commitments Model 9 5.6*13. Searches outside organization for innovative ways to improve Challenge 8 5.6*17. Shows others how their interests can be realized Inspire 6 5.6

7. Describes a compelling image of the future Inspire 9 5.5*5. Praises people for a job well done Encourage 8 5.5*

14. Treats people with dignity and respect Enable 10 5.4*10. Expresses confidence in people's abilities Encourage 10 5.4*25. Finds ways to celebrate accomplishments Encourage 8 5.4*16. Asks for feedback on how his/her actions affect people's performance Model 3 5.4*

8. Challenges people to try new approaches Challenge 9 5.3*24. Gives people choice about how to do their work Enable 9 5.1*

Low * Difference between Observer's and Self rating was greater than 1.5Profile for Sample Leader

Folder NameApril 22, 2011

Leadership Practices Inventory

14 © Copyright 2009 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Percentile Ranking

This page compares your Self scores and those of your Observers to the scores of several thousand people who have taken this version of the LPI. The horizontal lines at the 30th and 70th percentiles divide the graph into three segments, roughly approximating a normal distribution of scores.

Modelthe Way

Inspirea Shared Vision

Challengethe Process

EnableOthers to Act

Encouragethe Heart

Self (Line) Other(Triangle) Manager(Diamond) Co-worker(Circle)

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Leadership Plus Report Combining Your MBTI® and LPI® Results ®

Leadership Plus Report: Combining Your MBTI® and LPI® Results Copyright 2012 by CPP, Inc. All rights reserved. Leadership Practices Inventory® Copyright © 2003 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer, an imprint of John Wiley and Sons, Inc. All rights reserved. The Leadership Practices Inventory® material is used by CPP, Inc., under license from the publisher, Pfeiffer, an imprint of John Wiley and Sons, Inc. Myers-Briggs Type Indicator, MBTI, and the MBTI logo are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. The CPP logo is a trademark or registered trademark of CPP, Inc., in the United States and other countries. Leadership Practices Inventory, LPI, The Five Practices of Exemplary Leadership, and Pfeiffer are registered trademarks of John Wiley and Sons, Inc.

IntroductionFeedback is a tool that helps you learn about your behavior and the way it affects your performance and the people with whom you work. Multirater, or 360-degree, feedback provides multiple perspectives—from your colleagues, your direct reports, and your manager(s).

The Leadership Practices Inventory® (LPI®) is a 360-degree leadership assessment tool designed to help you measure your leadership competencies, while guiding you through the process of applying The Five Practices of Exemplary Leadership® model to real-life organizational challenges. After completing the LPI assessment, you will receive a Feedback Report that focuses on behaviors related to The Five Practices of Exemplary Leadership and compares your view of yourself to that of raters (observers) who have been given the opportunity to evaluate and comment on your observable behaviors.

The Myers-Briggs Type Indicator® (MBTI®) assessment was developed to make Carl Jung’s theory of psychological type understandable and useful in people’s everyday lives. It helps individuals identify their personality type and understand its relationship to leadership, team dynamics, performance, and other areas of their work and personal lives.

When you combine the findings from the LPI Feedback Report and your results on the MBTI assessment, the intersection of personality preferences with applied behavior practices offers insights that you can use as the basis for further development and action planning. Taking both assessments—the MBTI instrument and the LPI—will enable you to use knowledge of your type in planning ways that you can incorporate The Five Practices of Exemplary Leadership.

This report contains the following sections:

Myers-Briggs Type Indicator® Type Description

This section provides you with a description of your MBTI type, that is, your personality preferences.

Myers-Briggs Type Indicator® Leadership Style

This section describes how your MBTI type influences your leadership.

Myers-Briggs Type Indicator® and the Leadership Practices Inventory®: Combining Preferences and Practices

Finally, this section provides information on how to map your MBTI preferences to The Five Practices of Exemplary Leadership. This understanding will help you plan ways to increase your use of exemplary leadership behaviors, which in turn will make you a more productive and successful leader.