This paper interprets the results of hypothetical scores on Kouzes and Posner's "Leadership Practices Inventory" (LPI).
Written in 2004; 2,465 words; 1 sources; MLA; $ 75.95
Paper Summary:
This paper explains that the "Leadership Practices Inventory", an instrument that would help determine leadership practices and capabilities, is based on Kouzes and Posner's "The Five Practices". The author points out that being a good leader starts with two things, being able to provide a vision for your subordinates and making sure that this vision is shared by all your subordinates, which means that they will be able to work together to make that vision possible. The paper relates the author noticed a reticence by the test taker to go for the extreme answers, which means that the individual stayed away from the 'almost never' or 'rarely' statements and from the 'very frequently' and 'almost always' ones, sticking with average answers; this tendency may have influenced his results. Charts
Table of Contents
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Conclusions
From the Paper:
"Let's first analyze the three statements for which you have scored a 10. First of all, you almost always "follow through on promises and commitments". As a leader, this means that your subordinates will always count on your word and will trust you with it. If we have the example of military leaders, when trusting the general was usually equivalent with the differences between life and death, we may have an idea about the importance of trusting that what your team or group leader is saying will prove right. In an organization, where the team leader is often the connection between team members and top management, following through on promises and commitments means that you trust your leader to represent you before the top management team and you trust him or her to take decisions for you there. Further more, you trust that these will be the ones you yourself would have taken."
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