Inventory: LPI
JAMES M. KOUZES & BARRY Z. POSNER
Percentile Graph 16
Profile for Kristina Recktenwald
Abbotsford Traditional Seconday School
4/13/2017
The Leadership Practices Inventory (LPI) instrument is an essential tool to help you gain perspective into how you see yourself
as a leader, how others view you, 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.
In the following report pages, youll see your LPI Self (S) responses and your observer responses, which are categorized into Manager
(M), Direct Report (D), Co-Worker (C), and Other (O). Observer responses are categorized as Other when there are not enough
responses in the Direct Report or Coworker categories to preserve observer anonymity. The average observer rating (AVG) is an
average of all LPI observer responses including Manager.
RATER ABBREVIATIONS:
SSelf MManager DDirect Report CCo-Worker OOther AVG Average of all Observer Responses
You requested a total of 3 observers to rate you; of these, 3 have submitted an Observer survey as of report date and are included in
your report results.
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
54 53.0 57 47 55
Model
the Way
50 50.0 51 48 51
Inspire a
Shared Vision
48 56.0 53 58 57
Challenge
the Process
55 53.3 57 48 55
Enable
Others to Act
54 48.7 51 41 54
Encourage
the Heart
MManager DDirect Report CCo-Worker OOther AVG Average of all Observer Responses
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
The Manager
LPI behavior # The average response is more
and statement Observer response than 1.5 points
Indicates the behavior
is related to the is more than 1.5 lower than the
Practice of Enable points higher than Self response
Others to Act the Self response
The average
The Manager
Observer response
response is less than
is less than a 1.5
a 1.5 point difference
point difference
compared to Self
compared to Self
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
16. Asks for feedback on how his/her actions affect other peoples performance Model 9 9.7
30. Gives the members of the team lots of appreciation and support for their contributions Encourage 10 9.7
1. Sets a personal example of what he/she expects of others Model 9 9.3
3. Seeks out challenging opportunities that test his/her own skills and abilities Challenge 8 9.3
4. Develops cooperative relationships among the people he/she works with Enable 10 9.3
5. Praises people for a job well done Encourage 9 9.3
18. Asks What can we learn? when things dont go as expected Challenge 7 9.3+
24. Gives people a great deal of freedom and choice in deciding how to do their work Enable 9 9.3
26. Is clear about his/her philosophy of leadership Model 9 9.3
28. Experiments and takes risks, even when there is a chance of failure Challenge 8 9.3
8. Challenges people to try out new and innovative ways to do their work Challenge 8 9.0
Searches outside the formal boundaries of his/her organization for innovative ways
13.
to improve what we do
Challenge 8 9.0
22. Paints the big picture of what we aspire to accomplish Inspire 8 9.0
27. Speaks with genuine conviction about the higher meaning and purpose of our work Inspire 9 9.0
10. Makes it a point to let people know about his/her confidence in their abilities Encourage 7 8.7+
7. Describes a compelling image of what our future could be like Inspire 8 8.3
2. Talks about future trends that will influence how our work gets done Inspire 8 8.0
12. Appeals to others to share an exciting dream of the future Inspire 9 8.0
19. Supports the decisions that people make on their own Enable 8 8.0
Spends time and energy making certain that the people he/she works with adhere
6.
to the principles and standards that we have agreed on
Model 9 7.7
Makes sure that people are creatively rewarded for their contributions to the
15.
success of projects
Encourage 10 7.0-
20. Publicly recognizes people who exemplify commitment to shared values Encourage 8 7.0
21. Builds consensus around a common set of values for running our organization Model 8 7.0
25. Finds ways to celebrate accomplishments Encourage 10 7.0-
Ensures that people grow in their jobs by learning new skills and developing
29.
themselves
Enable 9 6.7-
LEAST FREQUENT
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
This page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responses
you gave yourself for each behavior. The AVG column shows the averages of the Observers responses. The Individual Observers
columns show each Observers response for each behavioral item. Responses can range from 1Almost Never to 10Almost Always.
MManager DDirect Report CCo-Worker OOther AVG Average of all Observer Responses
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
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 responses for that behavior. By behavior, it shows the response for Self and the average response for each
category of Observer. Average refers to the average response for all categories of Observers (including Manager). Responses can
range from 1Almost Never to 10Almost Always.
0 1 2 3 4 5 6 7 8 9 10
1. Sets a personal example of what he/she S 9
expects of others AVG 9.3
C 9.5
O 9.0
0 1 2 3 4 5 6 7 8 9 10
6. Spends time and energy making certain S 9
that the people he/she works with AVG 7.7
C 7.5
adhere to the principles and standards O 8.0
that we have agreed on
0 1 2 3 4 5 6 7 8 9 10
11. Follows through on promises and S 10
commitments he/she makes AVG 10.0
C 10.0
O 10.0
0 1 2 3 4 5 6 7 8 9 10
16. Asks for feedback on how his/ S 9
her actions affect other peoples AVG 9.7
C 9.5
performance O 10.0
0 1 2 3 4 5 6 7 8 9 10
21. Builds consensus around a common set S 8
of values for running our organization AVG 7.0
C 6.5
O 8.0
0 1 2 3 4 5 6 7 8 9 10
26. Is clear about his/her philosophy of S 9
leadership AVG 9.3
C 9.0
O 10.0
SSelf MManager DDirect Report CCo-Worker OOther AVG Average of all Observer Responses
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
This page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responses
you gave yourself for each behavior. The AVG column shows the averages of the Observers responses. The Individual Observers
columns show each Observers response for each behavioral item. Responses can range from 1Almost Never to 10Almost Always.
MManager DDirect Report CCo-Worker OOther AVG Average of all Observer Responses
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
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 responses for that behavior. By behavior, it shows the response for Self and the average response for each
category of Observer. Average refers to the average response for all categories of Observers (including Manager). Responses can
range from 1Almost Never to 10Almost Always.
0 1 2 3 4 5 6 7 8 9 10
2. Talks about future trends that will S 8
influence how our work gets done AVG 8.0
C 8.0
O 8.0
0 1 2 3 4 5 6 7 8 9 10
7. Describes a compelling image of what S 8
our future could be like AVG 8.3
C 8.5
O 8.0
0 1 2 3 4 5 6 7 8 9 10
12. Appeals to others to share an exciting S 9
dream of the future AVG 8.0
C 8.0
O 8.0
0 1 2 3 4 5 6 7 8 9 10
17. Shows others how their longterm S 8
interests can be realized by enlisting in AVG 7.7
C 7.0
a common vision O 9.0
0 1 2 3 4 5 6 7 8 9 10
22. Paints the big picture of what we S 8
aspire to accomplish AVG 9.0
C 9.0
O 9.0
0 1 2 3 4 5 6 7 8 9 10
27. Speaks with genuine conviction about S 9
the higher meaning and purpose of our AVG 9.0
C 9.0
work O 9.0
SSelf MManager DDirect Report CCo-Worker OOther AVG Average of all Observer Responses
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
MManager DDirect Report CCo-Worker OOther AVG Average of all Observer Responses
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
0 1 2 3 4 5 6 7 8 9 10
3. Seeks out challenging opportunities that S 8
test his/her own skills and abilities AVG 9.3
C 9.0
O 10.0
0 1 2 3 4 5 6 7 8 9 10
8. Challenges people to try out new and S 8
innovative ways to do their work AVG 9.0
C 9.5
O 8.0
0 1 2 3 4 5 6 7 8 9 10
13. Searches outside the formal boundaries S 8
of his/her organization for innovative AVG 9.0
C 8.5
ways to improve what we do O 10.0
0 1 2 3 4 5 6 7 8 9 10
18. Asks What can we learn? when things S 7
dont go as expected AVG 9.3
C 9.5
O 9.0
0 1 2 3 4 5 6 7 8 9 10
23. Makes certain that we set S 9
achievable goals, make concrete plans, AVG 10.0
C 10.0
and establish measurable milestones for O 10.0
the projects and programs we work on
0 1 2 3 4 5 6 7 8 9 10
28. Experiments and takes risks, even when S 8
there is a chance of failure AVG 9.3
C 9.0
O 10.0
SSelf MManager DDirect Report CCo-Worker OOther AVG Average of all Observer Responses
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
This page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responses
you gave yourself for each behavior. The AVG column shows the averages of the Observers responses. The Individual Observers
columns show each Observers response for each behavioral item. Responses can range from 1Almost Never to 10Almost Always.
MManager DDirect Report CCo-Worker OOther AVG Average of all Observer Responses
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
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 responses for that behavior. By behavior, it shows the response for Self and the average response for each
category of Observer. Average refers to the average response for all categories of Observers (including Manager). Responses can
range from 1Almost Never to 10Almost Always.
0 1 2 3 4 5 6 7 8 9 10
4. Develops cooperative relationships S 10
among the people he/she works with AVG 9.3
C 9.5
O 9.0
0 1 2 3 4 5 6 7 8 9 10
9. Actively listens to diverse points S 9
of view AVG 10.0
C 10.0
O 10.0
0 1 2 3 4 5 6 7 8 9 10
14. Treats others with dignity and respect S 10
AVG 10.0
C 10.0
O 10.0
0 1 2 3 4 5 6 7 8 9 10
19. Supports the decisions that people S 8
make on their own AVG 8.0
C 7.5
O 9.0
0 1 2 3 4 5 6 7 8 9 10
24. Gives people a great deal of freedom S 9
and choice in deciding how to do their AVG 9.3
C 9.5
work O 9.0
0 1 2 3 4 5 6 7 8 9 10
29. Ensures that people grow in their jobs S 9
by learning new skills and developing AVG 6.7
C 6.0
themselves O 8.0
SSelf MManager DDirect Report CCo-Worker OOther AVG Average of all Observer Responses
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
This page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responses
you gave yourself for each behavior. The AVG column shows the averages of the Observers responses. The Individual Observers
columns show each Observers response for each behavioral item. Responses can range from 1Almost Never to 10Almost Always.
MManager DDirect Report CCo-Worker OOther AVG Average of all Observer Responses
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
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 responses for that behavior. By behavior, it shows the response for Self and the average response for each
category of Observer. Average refers to the average response for all categories of Observers (including Manager). Responses can
range from 1Almost Never to 10Almost Always.
0 1 2 3 4 5 6 7 8 9 10
5. Praises people for a job well done S 9
AVG 9.3
C 9.5
O 9.0
0 1 2 3 4 5 6 7 8 9 10
10. Makes it a point to let people know S 7
about his/her confidence in their AVG 8.7
C 8.0
abilities O 10.0
0 1 2 3 4 5 6 7 8 9 10
15. Makes sure that people are creatively S 10
rewarded for their contributions to the AVG 7.0
C 6.0
success of projects O 9.0
0 1 2 3 4 5 6 7 8 9 10
20. Publicly recognizes people who S 8
exemplify commitment to shared values AVG 7.0
C 6.0
O 9.0
0 1 2 3 4 5 6 7 8 9 10
25. Finds ways to celebrate S 10
accomplishments AVG 7.0
C 6.5
O 8.0
0 1 2 3 4 5 6 7 8 9 10
30. Gives the members of the team lots S 10
of appreciation and support for their AVG 9.7
C 10.0
contributions O 9.0
SSelf MManager DDirect Report CCo-Worker OOther AVG Average of all Observer Responses
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.
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 Self responses and those of your Observers to over one million
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 Self or
an Observer category response falls into for each Practice. For example, if your Self score for Model the Way is at the 50th percentile,
half of the leaders in the database were rated higher by their Observers on the Practice, and half were rated lower.
90
80
70
60
FREQUENT
50
40
30
LEAST FREQUENT
20
10
Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Pfeiffer. All rights reserved. www.leadershipchallenge.com.