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Feedback Report for Thomas Brewster Administration Date: January 21, 2009 Pulaski County Schools April 8, 2009

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory

Contents
The Five Practices Data Summary The Five Practices Bar Graphs Leadership Behavior Ranking Model the Way Data Summary Model the Way Bar Graphs Inspire a Shared Vision Data Summary Inspire a Shared Vision Bar Graphs Challenge the Process Data Summary Challenge the Process Bar Graphs Enable Others to Act Data Summary Enable Others to Act Bar Graphs Encourage the Heart Data Summary Encourage the Heart Bar Graphs Percentile Graph 1 3 4 5 7 8 10 11 13 14 16 17 19 20

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory

The Five Practices Data Summary


This page summarizes your LPI scores for each Practice. The Self column shows the total of your own responses to the six statements about each Practice. The AVG column shows the averages of all your Observers' ratings. The Individual Observers columns show the total of each Observer's rating. Scores can range from 6 to 60.

Manager Direct Report Co-Worker Other AVG Average of all LPI Observer Ratings

Self AVG

Individual Observers
M M2 C1 C2 C3 C4 D1 D2 D3

Model
the Way

36 54.3 36 52.9 37 52.3 51 56.9 39 54.3

53 53 58 55 40 58 58 58 60 58 51 57 54 29 59 58 55 57 57 49 52 54 39 58 56 56 60 57 50 58 56 55 60 59 60 60 60 52 60 53 39 60 58 58 60

Inspire
a Shared Vision

Challenge
the Process

Enable
Others to Act

Encourage
the Heart

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory

The Five Practices Data Summary


This page summarizes your LPI scores for each Practice. The Self column shows the total of your own responses to the six statements about each Practice. The AVG column shows the averages of all your Observers' ratings. The Individual Observers columns show the total of each Observer's rating. Scores can range from 6 to 60.

Manager Direct Report Co-Worker Other AVG Average of all LPI Observer Ratings

Self AVG

Individual Observers
D4 D5 D6 D7 D8 D9

Model
the Way

36 54.3 36 52.9 37 52.3 51 56.9 39 54.3

51 52 51 59 48 60 47 55 54 58 45 57 45 50 49 60 44 55 54 56 57 60 53 58 52 58 51 57 46 51

Inspire
a Shared Vision

Challenge
the Process

Enable
Others to Act

Encourage
the Heart

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory

The Five Practices Bar Graphs


These bar graphs, one set for each Practice, provide a graphic presentation of the numerical data recorded on The Five Practices Data Summary page. By Practice, it shows the total score for Self and the average total for each category of Observer. Scores can range from 6 to 60.

Self

Manager

Direct Report

Co-Worker

Other

5 5 5 5

10 10 10 10

15 15 15 15

20 20 20 20

25 25 25 25

30 30 30 30

35 35 35 35

40 40 40 40

45 45 45 45

50 50 50 50

55 55 55 55

60 60 60 60

Model
the Way

S M C D

36.0 53.0 52.8 55.2

0 0 0

5 5 5 5

10 10 10 10

15 15 15 15

20 20 20 20

25 25 25 25

30 30 30 30

35 35 35 35

40 40 40 40

45 45 45 45

50 50 50 50

55 55 55 55

60 60 60 60

Inspire
a Shared Vision

S M C D

36.0 54.5 49.8 54.0

0 0 0

5 5 5 5

10 10 10 10

15 15 15 15

20 20 20 20

25 25 25 25

30 30 30 30

35 35 35 35

40 40 40 40

45 45 45 45

50 50 50 50

55 55 55 55

60 60 60 60

Challenge
the Process

S M C D

37.0 53.0 50.8 52.8

0 0 0

5 5 5 5

10 10 10 10

15 15 15 15

20 20 20 20

25 25 25 25

30 30 30 30

35 35 35 35

40 40 40 40

45 45 45 45

50 50 50 50

55 55 55 55

60 60 60 60

Enable
Others to Act

S M C D

51.0 53.5 57.2 57.4

0 0 0

5 5 5 5

10 10 10 10

15 15 15 15

20 20 20 20

25 25 25 25

30 30 30 30

35 35 35 35

40 40 40 40

45 45 45 45

50 50 50 50

55 55 55 55

60 60 60 60

Encourage
the Heart

S M C D

39.0 56.0 53.0 54.6

0 0 0

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - 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 14. 4. 5. 24. 9. 2. 30. 11. 13. 1. 21. 20. 19. 10. 3. 29. 22. 6. 27. 23. 26. 16. 7. 8. 12. 18. 15. 17. 25. 28. Low Treats people with dignity and respect Develops cooperative relationships Praises people for a job well done Gives people choice about how to do their work Actively listens to diverse points of view Talks about future trends inuencing our work Gives team members appreciation and support Follows through on promises and commitments Searches outside organization for innovative ways to improve Sets a personal example of what is expected Builds consensus around organization's values Recognizes people for commitment to shared values Supports decisions other people make Expresses condence in people's abilities Seeks challenging opportunities to test skills Ensures that people grow in their jobs Paints "big picture" of group aspirations Makes certain that people adhere to agreed-on standards Speaks with conviction about meaning of work Makes certain that goals, plans, and milestones are set Is clear about his/her philosophy of leadership Asks for feedback on how his/her actions affect people's performance Describes a compelling image of the future Challenges people to try new approaches Appeals to others to share dream of the future Asks "What can we learn?" Creatively rewards people for their contributions Shows others how their interests can be realized Finds ways to celebrate accomplishments Experiments and takes risks

Practice Self Observers


Enable Enable Encourage Enable Enable Inspire Encourage Model Challenge Model Model Encourage Enable Encourage Challenge Enable Inspire Model Inspire Challenge Model Model Inspire Challenge Inspire Challenge Encourage Inspire Encourage Challenge 9 9 8 9 8 7 6 9 9 6 7 5 9 9 5 7 7 4 3 5 4 6 6 5 7 6 5 6 6 7 10.0 9.7 9.6* 9.5 9.5* 9.5* 9.5* 9.4 9.3 9.3* 9.2* 9.2* 9.1 9.1 9.1* 9.0* 9.0* 8.9* 8.9* 8.8* 8.8* 8.7* 8.7* 8.6* 8.5* 8.5* 8.5* 8.4* 8.3* 8.0

* Difference between Observer's and Self rating was greater than 1.5

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Model the Way Data Summary


Find your voice by clarifying your personal values Set the example by aligning actions with shared values This page shows the scores for each of the six leadership behaviors related to this Practice. The Self column shows the scores you gave yourself for each behavior. The AVG column shows the averages of all the Observers' ratings. The Individual Observers columns show each Observer's rating for each behavioral item. Scores can range from 1 to 10.

Manager Direct Report Co-Worker Other AVG Average of all LPI Observer Ratings

Self AVG Individual Observers


M M2 C1 C2 C3 C4 D1 D2 D3

1. 6.

Sets a personal example of what is expected Makes certain that people adhere to agreed-on standards Follows through on promises and commitments Asks for feedback on how his/her actions affect people's performance Builds consensus around organization's values Is clear about his/her philosophy of leadership

6 4

9.3 8.9

8 9

9 8

10 10

10 9

8 5

10 9

10 9

10 10

10 10

11. 16.

9 6

9.4 8.7

8 9

9 10

10 8

10 9

7 8

10 9

10 9

10 8

10 10

21. 26.

7 4

9.2 8.8

9 10

9 8

10 10

9 8

9 3

10 10

10 10

10 10

10 10

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Model the Way Data Summary


Find your voice by clarifying your personal values Set the example by aligning actions with shared values This page shows the scores for each of the six leadership behaviors related to this Practice. The Self column shows the scores you gave yourself for each behavior. The AVG column shows the averages of all the Observers' ratings. The Individual Observers columns show each Observer's rating for each behavioral item. Scores can range from 1 to 10.

Manager Direct Report Co-Worker Other AVG Average of all LPI Observer Ratings

Self AVG Individual Observers


D4 D5 D6 D7 D8 D9

1. 6. 11. 16.

Sets a personal example of what is expected Makes certain that people adhere to agreed-on standards Follows through on promises and commitments Asks for feedback on how his/her actions affect people's performance Builds consensus around organization's values Is clear about his/her philosophy of leadership

6 4 9 6

9.3 8.9 9.4 8.7

9 9 10 7

9 8 10 8

9 9 9 7

10 10 10 9

8 8 8 9

10 10 10 10

21. 26.

7 4

9.2 8.8

8 8

8 9

8 9

10 10

8 7

10 10

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Model the Way Bar Graphs


Find your voice by clarifying your personal 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 and your Observers' average ratings for that behavior. Scores can range from 1 to 10.

Self

Manager

Direct Report

Co-Worker

Other

1.

Sets a personal example of what is expected

0 S M C D 0 0 0 0 S M C D 0 0 0

1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5

6 6 6 6 6 6 6 6

7 7 7 7 7 7 7 7

8 8 8 8 8 8 8 8

9 9 9 9 9 9 9 9

10 10 10 10 10 10 10 10

6.0 8.5 9.5 9.4 4.0 8.5 8.2 9.2

6.

Makes certain that people adhere to agreed-on standards

11.

Follows through on promises and commitments

0 S M C D 0 0 0 0 S M C D 0 0 0 0 S M C D 0 0 0 0 S M C D 0 0 0

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6

7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7

8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8

9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9

10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10

9.0 8.5 9.2 9.7 6.0 9.5 8.5 8.6 7.0 9.0 9.5 9.1 4.0 9.0 7.8 9.2

16.

Asks for feedback on how his/ her actions affect people's performance

21.

Builds consensus around organization's values

26.

Is clear about his/her philosophy of leadership

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Inspire a Shared Vision Data Summary


Envision the future by imagining exciting and ennobling possibilities Enlist others in a common vision by appealing to shared aspirations This page shows the scores for each of the six leadership behaviors related to this Practice. The Self column shows the scores you gave yourself for each behavior. The AVG column shows the averages of all the Observers' ratings. The Individual Observers columns show each Observer's rating for each behavioral item. Scores can range from 1 to 10.

Manager Direct Report Co-Worker Other AVG Average of all LPI Observer Ratings

Self AVG Individual Observers


M M2 C1 C2 C3 C4 D1 D2 D3

2. 7. 12. 17.

Talks about future trends inuencing our work Describes a compelling image of the future Appeals to others to share dream of the future Shows others how their interests can be realized Paints "big picture" of group aspirations Speaks with conviction about meaning of work

7 6 7 6

9.5 8.7 8.5 8.4

10 10 9 9

10 8 8 8

9 9 9 10

9 8 8 9

9 6 3 2

10 10 10 10

9 10 10 9

9 9 9 8

9 9 10 9

22. 27.

7 3

9.0 8.9

10 10

9 8

10 10

10 10

6 3

9 10

10 10

10 10

10 10

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Inspire a Shared Vision Data Summary


Envision the future by imagining exciting and ennobling possibilities Enlist others in a common vision by appealing to shared aspirations This page shows the scores for each of the six leadership behaviors related to this Practice. The Self column shows the scores you gave yourself for each behavior. The AVG column shows the averages of all the Observers' ratings. The Individual Observers columns show each Observer's rating for each behavioral item. Scores can range from 1 to 10.

Manager Direct Report Co-Worker Other AVG Average of all LPI Observer Ratings

Self AVG Individual Observers


D4 D5 D6 D7 D8 D9

2. 7. 12. 17. 22. 27.

Talks about future trends inuencing our work Describes a compelling image of the future Appeals to others to share dream of the future Shows others how their interests can be realized Paints "big picture" of group aspirations Speaks with conviction about meaning of work

7 6 7 6 7 3

9.5 8.7 8.5 8.4 9.0 8.9

9 9 7 7 8 7

10 9 9 9 9 9

10 8 9 9 9 9

10 10 10 9 10 9

9 6 8 8 6 8

10 9 9 10 9 10

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

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 The set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and your Observers' average ratings for that behavior. Scores can range from 1 to 10.

Self

Manager

Direct Report

Co-Worker

Other

2.

Talks about future trends inuencing our work

0 S M C D 0 0 0 0 S M C D 0 0 0

1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5

6 6 6 6 6 6 6 6

7 7 7 7 7 7 7 7

8 8 8 8 8 8 8 8

9 9 9 9 9 9 9 9

10 10 10 10 10 10 10 10

7.0 10.0 9.2 9.4 6.0 9.0 8.2 8.8

7.

Describes a compelling image of the future

12.

Appeals to others to share dream of the future

0 S M C D 0 0 0 0 S M C D 0 0 0 0 S M C D 0 0 0 0 S M C D 0 0 0

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6

7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7

8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8

9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9

10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10

7.0 8.5 7.5 9.0 6.0 8.5 7.8 8.7 7.0 9.5 8.8 9.0 3.0 9.0 8.2 9.1

17.

Shows others how their interests can be realized

22.

Paints "big picture" of group aspirations

27.

Speaks with conviction about meaning of work

10

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Challenge the Process Data Summary


Search for opportunities by seeking innovative ways to change, grow, and improve Experiment and take risks by constantly generating small wins and learning from mistakes This page shows the scores for each of the six leadership behaviors related to this Practice. The Self column shows the scores you gave yourself for each behavior. The AVG column shows the averages of all the Observers' ratings. The Individual Observers columns show each Observer's rating for each behavioral item. Scores can range from 1 to 10.

Manager Direct Report Co-Worker Other AVG Average of all LPI Observer Ratings

Self AVG Individual Observers


M M2 C1 C2 C3 C4 D1 D2 D3

3. 8. 13.

Seeks challenging opportunities to test skills Challenges people to try new approaches Searches outside organization for innovative ways to improve Asks "What can we learn?" Makes certain that goals, plans, and milestones are set Experiments and takes risks

5 5 9

9.1 8.6 9.3

10 9 10

10 7 10

9 10 9

10 8 10

6 6 8

9 10 10

9 9 10

9 9 10

10 10 10

18. 23.

6 5

8.5 8.8

9 10

7 8

8 10

7 10

8 4

9 10

10 9

9 10

10 10

28.

8.0

10

10

11

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Challenge the Process Data Summary


Search for opportunities by seeking innovative ways to change, grow, and improve Experiment and take risks by constantly generating small wins and learning from mistakes This page shows the scores for each of the six leadership behaviors related to this Practice. The Self column shows the scores you gave yourself for each behavior. The AVG column shows the averages of all the Observers' ratings. The Individual Observers columns show each Observer's rating for each behavioral item. Scores can range from 1 to 10.

Manager Direct Report Co-Worker Other AVG Average of all LPI Observer Ratings

Self AVG Individual Observers


D4 D5 D6 D7 D8 D9

3. 8. 13. 18. 23. 28.

Seeks challenging opportunities to test skills Challenges people to try new approaches Searches outside organization for innovative ways to improve Asks "What can we learn?" Makes certain that goals, plans, and milestones are set Experiments and takes risks

5 5 9 6 5 7

9.1 8.6 9.3 8.5 8.8 8.0

9 8 7 7 8 6

9 8 8 9 8 8

7 9 9 8 9 7

10 10 10 10 10 10

9 6 9 6 6 8

10 10 10 10 10 5

12

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Challenge the Process Bar Graphs


Search for opportunities by seeking innovative ways to change, grow, and improve Experiment and take risks by constantly generating small wins and learning from mistakes The set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and your Observers' average ratings for that behavior. Scores can range from 1 to 10.

Self

Manager

Direct Report

Co-Worker

Other

3.

Seeks challenging opportunities to test skills

0 S M C D 0 0 0 0 S M C D 0 0 0 0 S M C D 0 0 0 0 S M C D 0 0 0 0 S M C D 0 0 0 0 S M C D 0 0 0

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6

7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7

8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8

9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9

10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10

5.0 10.0 8.5 9.1 5.0 8.0 8.5 8.8 9.0 10.0 9.2 9.2 6.0 8.0 8.0 8.8 5.0 9.0 8.5 8.9 7.0 8.0 8.0 8.0

8.

Challenges people to try new approaches

13.

Searches outside organization for innovative ways to improve

18.

Asks "What can we learn?"

23.

Makes certain that goals, plans, and milestones are set

28.

Experiments and takes risks

13

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Enable Others to Act Data Summary


Foster collaboration by promoting cooperative goals and building trust Strengthen others by sharing power and discretion This page shows the scores for each of the six leadership behaviors related to this Practice. The Self column shows the scores you gave yourself for each behavior. The AVG column shows the averages of all the Observers' ratings. The Individual Observers columns show each Observer's rating for each behavioral item. Scores can range from 1 to 10.

Manager Direct Report Co-Worker Other AVG Average of all LPI Observer Ratings

Self AVG Individual Observers


M M2 C1 C2 C3 C4 D1 D2 D3

4. 9. 14. 19. 24.

Develops cooperative relationships Actively listens to diverse points of view Treats people with dignity and respect Supports decisions other people make Gives people choice about how to do their work Ensures that people grow in their jobs

9 8 9 9 9

9.7 9.5 10.0 9.1 9.5

9 10 10 9 10

8 8 10 8 8

10 8 10 10 10

10 10 10 9 9

10 10 10 9 10

10 10 10 10 10

10 10 10 9 10

10 10 10 10 10

10 10 10 10 10

29.

9.0

10

10

10

10

10

14

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Enable Others to Act Data Summary


Foster collaboration by promoting cooperative goals and building trust Strengthen others by sharing power and discretion This page shows the scores for each of the six leadership behaviors related to this Practice. The Self column shows the scores you gave yourself for each behavior. The AVG column shows the averages of all the Observers' ratings. The Individual Observers columns show each Observer's rating for each behavioral item. Scores can range from 1 to 10.

Manager Direct Report Co-Worker Other AVG Average of all LPI Observer Ratings

Self AVG Individual Observers


D4 D5 D6 D7 D8 D9

4. 9. 14. 19. 24. 29.

Develops cooperative relationships Actively listens to diverse points of view Treats people with dignity and respect Supports decisions other people make Gives people choice about how to do their work Ensures that people grow in their jobs

9 8 9 9 9 7

9.7 9.5 10.0 9.1 9.5 9.0

10 10 10 9 8 7

9 8 10 10 10 9

10 10 10 9 9 9

10 10 10 10 10 10

10 9 10 7 8 9

10 10 10 8 10 10

15

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Enable Others to Act Bar Graphs


Foster collaboration by promoting cooperative goals and building trust Strengthen others by sharing power and discretion The set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and your Observers' average ratings for that behavior. Scores can range from 1 to 10.

Self

Manager

Direct Report

Co-Worker

Other

4.

Develops cooperative relationships

0 S M C D 0 0 0 0 S M C D 0 0 0

1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5

6 6 6 6 6 6 6 6

7 7 7 7 7 7 7 7

8 8 8 8 8 8 8 8

9 9 9 9 9 9 9 9

10 10 10 10 10 10 10 10

9.0 8.5 10.0 9.9 8.0 9.0 9.5 9.7

9.

Actively listens to diverse points of view

14.

Treats people with dignity and respect

0 S M C D 0 0 0 0 S M C D 0 0 0 0 S M C D 0 0 0 0 S M C D 0 0 0

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6

7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7

8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8

9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9

10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10

9.0 10.0 10.0 10.0 9.0 8.5 9.5 9.1 9.0 9.0 9.8 9.4 7.0 8.5 8.5 9.3

19.

Supports decisions other people make

24.

Gives people choice about how to do their work

29.

Ensures that people grow in their jobs

16

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Encourage the Heart Data Summary


Recognize contributions by showing appreciation for individual excellence Celebrate the values and victories by creating a spirit of community This page shows the scores for each of the six leadership behaviors related to this Practice. The Self column shows the scores you gave yourself for each behavior. The AVG column shows the averages of all the Observers' ratings. The Individual Observers columns show each Observer's rating for each behavioral item. Scores can range from 1 to 10.

Manager Direct Report Co-Worker Other AVG Average of all LPI Observer Ratings

Self AVG Individual Observers


M M2 C1 C2 C3 C4 D1 D2 D3

5. 10. 15.

Praises people for a job well done Expresses condence in people's abilities Creatively rewards people for their contributions Recognizes people for commitment to shared values Finds ways to celebrate accomplishments Gives team members appreciation and support

8 9 5

9.6 9.1 8.5

10 10 10

9 8 8

10 10 10

9 10 9

9 5 3

10 10 10

10 10 9

10 10 10

10 10 10

20.

9.2

10

10

10

10

10

10

25. 30.

6 6

8.3 9.5

10 10

7 10

10 10

8 8

6 10

10 10

9 10

9 10

10 10

17

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Encourage the Heart Data Summary


Recognize contributions by showing appreciation for individual excellence Celebrate the values and victories by creating a spirit of community This page shows the scores for each of the six leadership behaviors related to this Practice. The Self column shows the scores you gave yourself for each behavior. The AVG column shows the averages of all the Observers' ratings. The Individual Observers columns show each Observer's rating for each behavioral item. Scores can range from 1 to 10.

Manager Direct Report Co-Worker Other AVG Average of all LPI Observer Ratings

Self AVG Individual Observers


D4 D5 D6 D7 D8 D9

5. 10. 15. 20. 25. 30.

Praises people for a job well done Expresses condence in people's abilities Creatively rewards people for their contributions Recognizes people for commitment to shared values Finds ways to celebrate accomplishments Gives team members appreciation and support

8 9 5 5 6 6

9.6 9.1 8.5 9.2 8.3 9.5

10 10 9 8 7 8

10 9 9 10 10 10

8 7 9 10 8 9

10 10 10 8 9 10

9 8 6 9 6 8

10 10 6 9 6 10

18

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory
The rating scale runs from 1 to 10 1 - Almost Never 6 - Sometimes 2 - Rarely 7 - Fairly Often 3 - Seldom 8 - Usually 4 - Once in a While 9 - Very Frequently 5 - Occasionally 10 - Almost Always

Encourage the Heart Bar Graphs


Recognize contributions by showing appreciation for individual excellence Celebrate the values and victories by creating a spirit of community The set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and your Observers' average ratings for that behavior. Scores can range from 1 to 10.

Self

Manager

Direct Report

Co-Worker

Other

5.

Praises people for a job well done

0 S M C D 0 0 0 0 S M C D 0 0 0 0 S M C D 0 0 0 0 S M C D 0 0 0

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6

7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7

8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8

9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9

10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10

8.0 9.5 9.5 9.7 9.0 9.0 8.8 9.3 5.0 9.0 8.0 8.7 5.0 10.0 8.8 9.2

10.

Expresses condence in people's abilities

15.

Creatively rewards people for their contributions

20.

Recognizes people for commitment to shared values

25.

Finds ways to celebrate accomplishments

0 S M C D 0 0 0 0 S M C D 0 0 0

1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5

6 6 6 6 6 6 6 6

7 7 7 7 7 7 7 7

8 8 8 8 8 8 8 8

9 9 9 9 9 9 9 9

10 10 10 10 10 10 10 10

6.0 8.5 8.5 8.2 6.0 10.0 9.5 9.4

30.

Gives team members appreciation and support

19

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.

Prole for Thomas Brewster Pulaski County Schools April 8, 2009 Leadership Practices Inventory

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.

Model
the Way
100

Inspire
a Shared Vision

Challenge
the Process

Enable
Others to Act

Encourage
the Heart

90

80

70

60

50

40

30

20

10

0 0 1 2 3 4 5

Self (Line) Co-worker(Circle)

Manager(Diamond) Direct Report(Square)

20

Copyright 2007 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved.