LPI: Leadership Practices Inventory: Self Report

®
LPI : Leadership
®
Practices Inventory
JAMES M. KOUZES & BARRY Z. POSNER
Self Report
Prepared for Amanda Lopez | May 1, 2017

Sample Self Report
CONTENTS
The Five Practices of Exemplary Leadership® 1
The Five Practices Bar Graphs 2
Leadership Behaviors Ranking 3
Model the Way Bar Graphs 4
Inspire a Shared Vision Bar Graphs 6
Challenge the Process Bar Graphs 8
Enable Others to Act Bar Graphs 10
Encourage the Heart Bar Graphs 12
Percentile Ranking 14
Suggested Reading 15
Profile for Amanda Lopez
Sample Self Report
May 1, 2017
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 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 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 responses presented in various manners.
Copyright © 2017 by James M. Kouzes and Barry Z. Posner. Published by The Leadership Challenge, A Wiley Brand. All rights reserved. www.leadershipchallenge.com.
SELF REPORT PAGE 1

Sample Self Report
May 1, 2017
The Five Practices Bar Graphs

These bar graphs, one for each leadership Practice, provide a graphic representation of your total rating. Total responses can
range from 6 to 60, which represents adding up the response score (from 1—Almost Never to 10—Almost Always) for each of
the six behavioral statements related to the Practice.
Model the Way
0 5 10 15 20 25 30 35 40 45 50 55 60
RATING 53
Inspire a Shared Vision
0 5 10 15 20 25 30 35 40 45 50 55 60
RATING 45
Challenge the Process
0 5 10 15 20 25 30 35 40 45 50 55 60
RATING 54
Enable Others to Act
0 5 10 15 20 25 30 35 40 45 50 55 60
RATING 53
Encourage the Heart
0 5 10 15 20 25 30 35 40 45 50 55 60
RATING 39
SELF REPORT PAGE 2

Sample Self Report
May 1, 2017
Leadership Behaviors Ranking

This page shows the ranking, from most frequent to least frequent, of all 30 leadership behaviors based on your self-rating.
Horizontal lines separate the 10 most and the 10 least frequent behaviors from the middle 10. The response scale runs from
1—Almost Never to 10—Almost Always.
MOST FREQUENT LEADERSHIP PRACTICE RATING

1. I set a personal example of what I expect of others Model 10
2. I talk about future trends that will influence how our work gets done Inspire 10
3. I seek out challenging opportunities that test my own skills and abilities Challenge 10
11. I follow through on the promises and commitments that I make Model 10
14. I treat others with dignity and respect Enable 10
23. I identify measurable milestones that keep projects moving forward Challenge 10
24. I give people a great deal of freedom and choice in deciding how to do their work Enable 10
I make certain that people adhere to the principles and standards that have been
6. Model 9
agreed upon
8. I challenge people to try out new and innovative ways to do their work Challenge 9
9. I actively listen to diverse points of view Enable 9
10. I make it a point to let people know about my confidence in their abilities Encourage 9
12. I appeal to others to share an exciting dream of the future Inspire 9
21. I build consensus around a common set of values for running our organization Model 9
28. I take initiative in anticipating and responding to change Challenge 9
4. I develop cooperative relationships among the people I work with Enable 8
13. I actively search for innovative ways to improve what we do Challenge 8
18. I ask “What can we learn?” when things do not go as expected Challenge 8
19. I involve people in the decisions that directly impact their job performance Enable 8
26. I am clear about my philosophy of leadership Model 8
29. I ensure that people grow in their jobs by learning new skills and developing themselves Enable 8
30. I get personally involved in recognizing people and celebrating accomplishments Encourage 8
7. I describe a compelling image of what our future could be like Inspire 7
16. I ask for feedback on how my actions affect other people’s performance Model 7
17. I show others how their long-term interests can be realized by enlisting in a common vision Inspire 7
5. I praise people for a job well done Encourage 6
22. I paint the “big picture” of what we aspire to accomplish Inspire 6
25. I tell stories of encouragement about the good work of others Encourage 6
27. I speak with genuine conviction about the higher meaning and purpose of our work Inspire 6
I make sure that people are creatively recognized for their contributions to the success of
15. Encourage 5
our projects
20. I publicly recognize people who exemplify commitment to shared values Encourage 5
LEAST FREQUENT
RESPONSE SCALE
SELF REPORT PAGE 3

Sample Self Report
May 1, 2017
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
responses for that behavior. Responses can range from 1–Almost Never to 10–Almost Always.
1. Sets a personal example 0 1 2 3 4 5 6 7 8 9 10

of what he/she expects of
RATING 10
others
6. Makes certain that people 0 1 2 3 4 5 6 7 8 9 10

adhere to the principles and
RATING 9
standards that have been
agreed upon
11. Follows through on 0 1 2 3 4 5 6 7 8 9 10

promises and commitments
RATING 10
he/she makes
16. Asks for feedback on how 0 1 2 3 4 5 6 7 8 9 10

his/her actions affect other
RATING 7
people’s performance
21. Builds consensus around 0 1 2 3 4 5 6 7 8 9 10

a common set of values for
RATING 9
running our organization
26. Is clear about his/her 0 1 2 3 4 5 6 7 8 9 10

philosophy of leadership
RATING 8

RESPONSE SCALE
SELF REPORT PAGE 4

Sample Self Report
May 1, 2017
?
Reflections:
What is your immediate reaction to viewing your Model the Way

ratings? Why?
Please describe anything in your Model the Way ratings that is

confusing or contradictory:
(Remember to review your Leadership Behaviors Ranking page to consider the individual behaviors that relate to this practice.)
Suggestions for Becoming a Better Leader
1. At the end of every day, ask yourself, “What have I done today that demonstrated one of my key values? What have i
done today that might have sent the signal that I wasn’t committed to the key value? What can i do tomorrow to live out a
key value?
2. Answer the question, “What are the values that should guide my decisions and actions?”
3. Do something dramatic to demonstrate your commitment to a team value. For instance, if customer service is a value,
spend a day answering the phones in the call center, working behind the counter at a store, or visiting customers at their
locations.
SELF REPORT PAGE 5

Sample Self Report
May 1, 2017
Inspire a Shared Vision Bar Graphs

◾ Envision the future by imagining exciting and ennobling possibilities
◾ Enlist others in a common vision by appealing to shared aspirations
2. Talks about future trends 0 1 2 3 4 5 6 7 8 9 10

that will influence how our
RATING 10
work gets done
7. Describes a compelling 0 1 2 3 4 5 6 7 8 9 10
image of what our future
RATING 7
could be like
12. Appeals to others to share 0 1 2 3 4 5 6 7 8 9 10

an exciting dream of the
RATING 9
future
17. Shows others how their 0 1 2 3 4 5 6 7 8 9 10

long-term interests can be
RATING 7
realized by enlisting in a
common vision
22. Paints the “big picture” 0 1 2 3 4 5 6 7 8 9 10

of what we aspire to
RATING 6
accomplish
27. Speaks with genuine 0 1 2 3 4 5 6 7 8 9 10

conviction about the higher
RATING 6
meaning and purpose of our
work

RESPONSE SCALE
SELF REPORT PAGE 6

Sample Self Report
May 1, 2017
?
Reflections:
What is your immediate reaction to viewing your Inspire a Shared Vision

ratings? Why?
Please describe anything in your Inspire a Shared Vision ratings that is

1. Become a Futurist. Join the World Futures Society. Read American Demographics or other magazines about future trends.
Use the Internet to find a “futures” conference that you can attend. Make a list of what reputable people are predicting will
happen in the next ten years.
2. Every week interview one of your constituents—a direct report, peer, manager, or customer—and ask, “What are your
aspirations for the future?”
3. Be positive, upbeat and energetic when talking about the future of your team and organization.
SELF REPORT PAGE 7

Sample Self Report
May 1, 2017
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 consistently generating small wins and learning from
experience
3. Seeks out challenging 0 1 2 3 4 5 6 7 8 9 10

opportunities that test his/
RATING 10
her own skills and abilities
8. Challenges people to try out 0 1 2 3 4 5 6 7 8 9 10

new and innovative ways to
RATING 9
do their work
13. Actively searches for 0 1 2 3 4 5 6 7 8 9 10

innovative ways to improve
RATING 8
what we do
18. Asks “What can we learn?” 0 1 2 3 4 5 6 7 8 9 10

when things don’t go as
RATING 8
expected
23. Identifies measurable 0 1 2 3 4 5 6 7 8 9 10

milestones that keep
RATING 10
projects moving forward
28. Takes initiative in 0 1 2 3 4 5 6 7 8 9 10

anticipating and responding
RATING 9
to change

RESPONSE SCALE
SELF REPORT PAGE 8

Sample Self Report
May 1, 2017
?
Reflections:
What is your immediate reaction to viewing your Challenge the Process

ratings? Why?
Please describe anything in your Challenge the Process ratings that is

1. At least once a month, set aside time to think about what challenging opportunities-new experiences, job assignments,
tasks- you could seek to test your skills and abilities. Look for opportunities for tough assignments.
2. At least once a month, identify something you can do to challenge the way things are done—the status quo—at work. For
example, think about what product or process innovations would help your organization improve. Then take the initiative
to make change happen.
3. Once a week at a regular meeting, ask each team member to answer this question: “What have you done in the last week
to improve so that you are better this week than you were a week ago?”
SELF REPORT PAGE 9

Sample Self Report
May 1, 2017
Enable Others to Act Bar Graphs

◾ Foster collaboration by building trust and facilitating relationships
◾ Strengthen others by increasing self-determination and developing competence
4. Develops cooperative 0 1 2 3 4 5 6 7 8 9 10
relationships among the
RATING 8
people he/she works with
9. Actively listens to diverse 0 1 2 3 4 5 6 7 8 9 10

points of view
RATING 9
14. Treats others with dignity 0 1 2 3 4 5 6 7 8 9 10

and respect
RATING 10
19. Involves people in the 0 1 2 3 4 5 6 7 8 9 10

decisions that directly
RATING 8
impact their job
performance
24. Gives people a great deal 0 1 2 3 4 5 6 7 8 9 10

of freedom and choice in
RATING 10
deciding how to do their
work
29. Ensures that people grow 0 1 2 3 4 5 6 7 8 9 10

in their jobs by learning
RATING 8
new skills and developing
themselves

RESPONSE SCALE
SELF REPORT PAGE 10

Sample Self Report
May 1, 2017
?
Reflections:
What is your immediate reaction to viewing your Enable Others to Act

ratings? Why?
Please describe anything in your Enable Others to Act ratings that is

1. Think about the ways in which projects are planned and decisions made in your organization. Then come up with several
actions you can take to involve others in the planning and decision-making process.
2. Before every interaction, regardless of length, ask yourself this question: “What can I do in this interaction to make this
person (or persons) feel more capable and powerful?”
3. Talk one-on-one with your team members to find out what kind of support and coaching they would like from you and
what training opportunities they need. Find ways to connect people to the resources they need—other people, materials,
funding, training, information, and so on.
SELF REPORT PAGE 11

Sample Self Report
May 1, 2017
Encourage the Heart Bar Graphs

◾ Recognize contributions by showing appreciation for individual excellence
◾ Celebrate the values and victories by creating a spirit of community
5. Praises people for a job well 0 1 2 3 4 5 6 7 8 9 10

done
RATING 6
10. Makes it a point to let 0 1 2 3 4 5 6 7 8 9 10

people know about his/her
RATING 9
confidence in their abilities
15. Makes sure that people are 0 1 2 3 4 5 6 7 8 9 10

creatively recognized for
RATING 5
their contributions to the
success of our projects
20. Publicly recognizes people 0 1 2 3 4 5 6 7 8 9 10

who exemplify commitment
RATING 5
to shared values
25. Tells stories of 0 1 2 3 4 5 6 7 8 9 10

encouragement about the
RATING 6
good work of others
30. Gets personally 0 1 2 3 4 5 6 7 8 9 10

involved in recognizing
RATING 8
people and celebrating
accomplishments

RESPONSE SCALE
SELF REPORT PAGE 12

Sample Self Report
May 1, 2017
?
Reflections:
What is your immediate reaction to viewing your Encourage the Heart

ratings? Why?
Please describe anything in your Encourage the Heart ratings that is

1. Think of ten small ways in which you can reward people who have done something especially well. Then reward those
extraordinary efforts. Don’t let them go by unnoticed.
2. Identify those constituents who best embody your values and priorities and think of three ways to single them out in the
weeks to come, to praise and reward them.
3. Tell a public story about a person in your organization who went above and beyond the call of duty.
SELF REPORT PAGE 13

Sample Self Report
May 1, 2017
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 responses 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 response falls into for each
Practice. For example, if your score for Model the Way is at the 50th percentile, half of the leaders in the entire LPI database
were rated higher (by their Observers who also rated them on the Practice), and half were rated lower.
MODEL INSPIRE A CHALLENGE ENABLE ENCOURAGE

THE WAY SHARED VISION THE PROCESS OTHERS TO ACT THE HEART
100
MOST FREQUENT
90
80
70
60
FREQUENT
50
40
30
LEAST FREQUENT
20
10
SELF REPORT PAGE 14

Sample Self Report
May 1, 2017
Suggested Reading
GENERAL LEADERSHIP
Kouzes, J. M., and Posner, B. Z. A Leader’s Legacy. San Francisco: Jossey-Bass, 2006.
Kouzes, J. M., and Posner, B. Z. The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. 5th Edition.
San Francisco: Jossey-Bass, 2012.
Kouzes, J. M., and Posner, B. Z. The Truth About Leadership: The No-Fads, Heart-of-the-Matter Facts You Need to Know. San
Francisco: Jossey-Bass, 2010.
MODEL THE WAY

Conant, D., and Norgaard, M. TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moment. San
Francisco:Jossey-Bass, 2011
Kouzes, J. M., and B. Z. Posner. Credibility: How Leaders Gain and Lose It, Why People Demand It. (2nd ed.). San Francisco: Jossey-Bass, 2011.
Kraemer, H. M. J., Jr. From Values to Action: The Four Principles of Values-Based Leadership. San Francisco: Jossey-Bass, 2011.
Rhoads, A., with Shepherdson, N. Built on Values: Creating an Enviable Culture That Outperforms the Competition. San Francisco:
Jossey-Bass, 2011.
Schein, E. Organizational Culture and Leadership. (4th ed.). San Francisco: Jossey-Bass, 2010.
INSPIRE A SHARED VISION

Geary, J. I Is an Other: The Secret Life of Metaphor and How It Shapes the Way We See the World. New York: Harper, 2011.
Schuster, J. P. The Power of Your Past: The Art of Recalling, Recasting, and Reclaiming. San Francisco: Berrett-Koehler, 2011.
Sinek, S. Start with Why: How Great Leaders Inspire Everyone to Take Action. New York: Portfolio, 2010.
Spence, R. M. It’s Not What You Sell, It’s What You Stand For: Why Every Extraordinary Business Is Driven by Purpose. New York:
Portfolio, 2010.
Sullenberger, C. B. Making a Difference: Stories of Vision and Courage from America’s Leaders. New York: William Morrow, 2012.
Ulrich, D., and Ulrich, W. The Why of Work: How Great Leaders Build Abundant Organizations That Win. New York: McGraw-Hill, 2010.
CHALLENGE THE PROCESS

Amabile, T. A., and Kramer, S. J. The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work. Boston:
Harvard Business Review Press, 2011.
Johnson, S. Where Good Ideas Come From: The Natural History of Innovation. New York: Riverhead, 2010.
Seligman, M.E.P. Flourish: A Visionary New Understanding of Happiness and Well-Being. New York: The Free Press, 2011.
Sims, P. Little Bets: How Breakthrough Ideas Emerge from Small Discoveries. New York: The Free Press, 2011.
ENABLE OTHERS TO ACT

Brooks, D. The Social Animal: Hidden Sources of Love, Character, and Achievement. New York: Random House, 2011.
Burchell, M., and Robin, J. The Great Workplace: How to Build It, How to Keep It, and Why It Matters. San Francisco: Jossey-
Bass, 2011.
Hurley, R. F. The Decision to Trust: How Leaders Create High-Trust Organizations. San Francisco: Jossey-Bass, 2012.
Merchant, N. The New How: Creating Business Solutions Through Collaborative Strategy. San Francisco: O’Reilly Media, 2010.
Shockley-Zalabak, P. S., Morreale, S. and Hackman, M. Building the High-Trust Organization: Strategies for Supporting Five Key
Dimensions of Trust. San Francisco: Jossey-Bass, 2010.
Wiseman, L. Multipliers: How the Best Leaders Make Everyone Smarter. New York: HarperCollins, 2010.
ENCOURAGE THE HEART

Achor, S. The Happiness Advantage: The Seven Principles of Positive Psychology That Fuel Success and Performance at Work. New
York: Crown Books, 2010.
Gostick, A., and Elton, C. All In: How the Best Managers Create a Culture of Belief and Drive Big Results. New York: The Free Press, 2012.
Kouzes, J. M., and Posner, B. Z. Encouraging the Heart: A Leader’s Guide to Rewarding and Recognizing Others. San Francisco:
Jossey-Bass, 2003.
Rath, T., and Harter, J. Well-Being: The Five Essential Elements. New York: Gallup Press, 2010.
Seligman, M. E. Flourish: A Visionary New Understanding of Happiness and Well-Being. New York: The Free Press, 2011.
SELF REPORT PAGE 15

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Prepared for Amanda Lopez | May 1, 2017

The Five Practices Bar Graphs 2

Leadership Behaviors Ranking 3

Model the Way Bar Graphs 4

Inspire a Shared Vision Bar Graphs 6

Challenge the Process Bar Graphs 8

Enable Others to Act Bar Graphs 10

Encourage the Heart Bar Graphs 12

The Five Practices of Exemplary Leadership®

ABOUT YOUR LPI REPORT

1-Almost Never 3-Seldom 5-Occasionally 7-Fairly Often 9-Very Frequently

SELF REPORT PAGE 1

The Five Practices Bar Graphs

Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

Encourage the Heart

SELF REPORT PAGE 2

Leadership Behaviors Ranking

MOST FREQUENT LEADERSHIP PRACTICE RATING

SELF REPORT PAGE 3

Model the Way Bar Graphs

1. Sets a personal example 0 1 2 3 4 5 6 7 8 9 10

6. Makes certain that people 0 1 2 3 4 5 6 7 8 9 10

11. Follows through on 0 1 2 3 4 5 6 7 8 9 10

16. Asks for feedback on how 0 1 2 3 4 5 6 7 8 9 10

21. Builds consensus around 0 1 2 3 4 5 6 7 8 9 10

26. Is clear about his/her 0 1 2 3 4 5 6 7 8 9 10

1-Almost Never 3-Seldom 5-Occasionally 7-Fairly Often 9-Very Frequently

SELF REPORT PAGE 4

What is your immediate reaction to viewing your Model the Way

Please describe anything in your Model the Way ratings that is

Suggestions for Becoming a Better Leader

SELF REPORT PAGE 5

Inspire a Shared Vision Bar Graphs

2. Talks about future trends 0 1 2 3 4 5 6 7 8 9 10

12. Appeals to others to share 0 1 2 3 4 5 6 7 8 9 10

17. Shows others how their 0 1 2 3 4 5 6 7 8 9 10

22. Paints the “big picture” 0 1 2 3 4 5 6 7 8 9 10

27. Speaks with genuine 0 1 2 3 4 5 6 7 8 9 10

1-Almost Never 3-Seldom 5-Occasionally 7-Fairly Often 9-Very Frequently

SELF REPORT PAGE 6

What is your immediate reaction to viewing your Inspire a Shared Vision

Please describe anything in your Inspire a Shared Vision ratings that is

Suggestions for Becoming a Better Leader

SELF REPORT PAGE 7

Challenge the Process Bar Graphs

3. Seeks out challenging 0 1 2 3 4 5 6 7 8 9 10

8. Challenges people to try out 0 1 2 3 4 5 6 7 8 9 10

13. Actively searches for 0 1 2 3 4 5 6 7 8 9 10

18. Asks “What can we learn?” 0 1 2 3 4 5 6 7 8 9 10

23. Identifies measurable 0 1 2 3 4 5 6 7 8 9 10

28. Takes initiative in 0 1 2 3 4 5 6 7 8 9 10

1-Almost Never 3-Seldom 5-Occasionally 7-Fairly Often 9-Very Frequently

SELF REPORT PAGE 8

What is your immediate reaction to viewing your Challenge the Process

Please describe anything in your Challenge the Process ratings that is