determine where each of your five leadership behaviors rank.

Good morning.

Scenario

You work as a director of leadership and learning for an organization that makes prosthetics. The organization has been in business since 1999 and employs over 350 people in its Tampa, Florida, headquarters and three plant locations across the Southwest. While the business is currently based in the United States, the organization is exploring ways to move into Canadian markets within the next three years. This year’s employee engagement survey results for the organization show that some leadership practices were rated lower, while some practices were rated higher. The new chief human resources officer (CHRO) met with the team to discuss the general results. Everyone agrees that the company’s focus should be on both specific leadership development areas perceived as strengths and on those rated as areas for improvement, primarily regarding social intelligence, emotional intelligence, and the interpersonal skills of effective leaders.

To help this initiative, your manager, the vice president of leadership and learning, asked you to create an adaptive leadership toolkit that can be used throughout the organization. To begin this work, you conducted a personal leadership self-assessment, and now you will be taking a closer look at these results to produce a self-assessment report. You plan on exploring how this self-assessment would make a beneficial contribution to a personal development plan and adaptive leadership toolkit, which will help to resolve the leadership challenges the organization is currently facing.

Prompt

For this assignment, refer to your results from your self-assessment and use the LPI Self Percentile Ranking to determine where each of your five leadership behaviors rank.

Leadership Behaviors

Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

Encourage the Heart

For further information on each of the five leadership behaviors and their two commitments, please refer to The Ten Commitments of Exemplary Leadership.

Self-assessment: In this part of your report, you will use the results from your self-assessment to identify leadership behaviors where you ranked highest and where you ranked lowest, and begin thinking about how this information impacts your ability to lead. This work will help to inform your personal development plan, which you will create in Module Six.

Identify the leadership behavior in which you ranked lowest and define what this behavior means to you.

For the leadership behavior in which you ranked lowest, describe the importance of developing this area to improve skills related to leading others.

Identify the leadership behavior in which you ranked highest and define what this behavior means to you.

For the leadership behavior in which you ranked highest, describe how this area helps support skills related tobeing an effective leader.

Adaptive leadership toolkit: In this part of your report, you will use your findings from the

Employee Satisfaction Survey

and the leadership behaviors you reviewed in the self-assessment to identify areas of leadership the organization should focus on developing. This work will help to inform the adaptive leadership toolkit that you will develop in Module Seven.

Based on your review of the Employee Satisfaction Survey, identify the leadership behaviors the organization’s leadership should focus on improving and explain how developing these areas will address the business problems the organization currently faces.

Kouzes and Posner LPI Self-Assessment-Reviewing Your Scores
This celebrated instrument approaches leadership as a measurable, learnable, and
teachable set of behaviors. The LPI Self helps individuals measure their leadership
competencies, while guiding them through the process of applying Kouzes and
Posner’s acclaimed Five Practices of Exemplary Leadership model to real-life
organizational challenges.
Make the Most of Your LPI Feedback
This probably doesn’t come as any surprise to you, but there’s no such thing as instant
leadership-or instant expertise of any kind. Those who are the very best at anything
become that because they had a strong desire to excel, a belief that new skills and
abilities can be learned, and a willing devotion to deliberate practice and continuous
learning. What truly differentiates the expert performers from the good performers is
hours of practice. Deliberate practice. The best leaders work at becoming the best, and
it doesn’t happen over a weekend.
Those who are the best at leading are also the best at learning. Exemplary leaders
don’t rest on their laurels or rely on their natural talents; instead, they continually do
more to improve themselves. So if you want to be the best you can be, you need to
become a great learner.
Here are some tips on how you can get the most learning out of the LPI process:
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Accept the feedback as a gift. Feedback may not come wrapped in a package
with a bow, but it’s still one of the most valuable gifts you’ll ever receive. Why?
Because we know from our research that leaders who are the most open to
feedback are far more effective than leaders who resist hearing other people’s
perspectives on their behaviors.
Take the feedback seriously. You might wonder, “Will it really make a
difference if I increase the frequency of the behaviors measured by the LPI?” It
will. Research consistently shows the same results: The more frequently you
demonstrate the behaviors included in the LPI, the more likely you will be seen
as an effective leader.
Value the difference in your observers’ perspectives. You’re a multidimensional person, and your feedback ought to be multi-dimensional as well.
You work with people from a variety of backgrounds and from a variety of
functions and organizations. Feedback from these multiple perspectives helps
you see how you lead across groups and situations. The feedback from each
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observer helps you build a more complete picture of how effective you are a
leader.
Plan now to retake the LPI. Great leaders continually set goals and seek
feedback. The LPI gives you a snapshot in time. It is a beginning point from
which to move forward. To heighten your focus and practice with great
purpose, decide now that you will retake the instrument within a specific period
of time-we recommend between six and nine months-to see how you are doing
and identify new priorities for your practice.
Why You Can Trust the Feedback
When we developed the LPI, we conducted several tests to ensure that the instrument
had sound psychometric properties. Our own, as well as independent studies,
consistently confirm that the LPI has very strong reliability and validity. Reliability
means that the six statement pertaining to each leadership practice are highly
correlated with one another.
Test/re-test is also high. This means that scores from one administration of the LPI to
another within a short time span (a few days or even months) and without any
significant intervening event (such as a leadership training program) are consistent
and stable.
The LPI has both face validity and predictive validity. “Face validity” means that the
results make sense to people. “Predictive validity” means that the results are
significantly correlated with various performance measures and can be used to make
predictions about leadership effectiveness.
The Ten Commitments of Exemplary
Leadership
MODEL THE WAY
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Clarify values by finding your voice and affirming shared values.
Set the example by aligning actions with shared values.
INSPIRE A SHARED VISION
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Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
CHALLENGE THE PROCESS
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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.
ENABLE OTHERS TO ACT
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Foster collaboration by building trust and facilitating relationships.
Strengthen others by increasing self-determination and developing competence.
ENCOURAGE THE HEART
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Recognize contributions by showing appreciation for individual excellence.
Celebrate values and victories by creating a spirit of community.
First Impressions
KEEP IN MIND WHEN REVIEWING YOUR LPI REPORT:
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There is no such thing as a “bad” score, or even a “good” score. The LPI scores
are a snapshot-an objective, current view of your leadership behaviors. They
are not “grades” but opportunities for you to become more comfortable and
skillful as a leader.
Look for messages in the data, not scores. You may be receiving feedback from
your manager, your direct reports, your peers, and others with whom you
interact. It’s easy to get lost in all the numbers. But don’t let the data overwhelm
you. Ask yourself, “What are people trying to tell me about my leadership
behaviors?” “Where do I see consistencies and inconsistencies?” “Where are
the patterns that shape how others see my leadership?” Treat the LPI feedback
not as a report card, but as valid and useful information that you can use to
become a better leader.
Take personal ownership of the scores instead of thinking up excuses for your
observers’ ratings. Remember that the purpose of this assessment is to identify
what you can do to become a better leader.
Remember that the observers are referred to by letters and numbers instead of
by name so they remain anonymous. Do not waste your time attempting to
figure out who D1 or C3 might be. It does not matter, and you are likely to be
incorrect anyway. Instead, concentrate on the messages.
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Do not be surprised if one observer rates you significantly lower in most if not
all of the practices. You do not interact with everyone equally; the lower rating
usually indicates that that observer does not see you engaging in the practice
behaviors very frequently. You might have to think about and create new ways
to ensure your leadership is more visible.
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Employee Survey Results
Southern New Hampshire University
MBA-530 Leading People & Organizations
Glenn Hoffman
May 23, 2024
Employee Survey Results
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Identified Trends
In examining the employee satisfaction survey results, a few notable trends
emerge across the focus areas over the past four years. These include a decline in
employee praise and recognition by the management, as well as a decline in employee
job satisfaction, minimized uptake of training and development and a significantly
reduced state of working conditions and environment for employees.
Employee Survey Results Data
Focus Areas
Based on the survey data evaluation, four key focus areas that have been identified for
targeted improvement over the next two years including employee praise and recognition by
management, job satisfaction among employees, effective training and development, and
enhanced working conditions and environment for employees. It would be important if managers
and supervisors create time to offer adequate praise and recognition to employees for their efforts
and achievements while also ensuring that employees are satisfied with their jobs, which in most
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cases turns out to have a positive impact on their productivity, engagement, and overall wellbeing. While training and development enhance their skills, knowledge, and career growth
prospects, ultimately benefiting both the employees and the organization, improving working
conditions helps improve the physical and non-physical aspects of the work environment.
Reality—Current State
As initially indicated, the management’s current level of employee praise and
recognition is not at the desired state hence the continued downward trend. Looking at
the data, it is clear that the level of praise and recognition the employees receive from the
management has consistently remained low over the last few years and is still worsening.
Also, the area of job satisfaction among the employees is low and continues to take a
downward trend. A declining trend in job satisfaction indicates that the employees are not
satisfied with the job they do hence they are not motivated to perform better. On working
conditions, the current state is fair and indicates a positive trend. While the working
conditions and environment for employees are currently rated as fair, there is a positive
trend of steady improvement in this area. Lastly, the data shows that the current state of
employee training and development is fair and continues to remain steady. Opportunities
such as training and development that the management extends to the employees have a
fair rating and this aspect has remained relatively stable without significant changes.
Desired Future State—Where Would You Like to Be?
The desired future state for employee praise and recognition is a future increase in motivation and
rewarding the employee. More praise and recognition to be made to the employee which may
lead to an employee being more motivated and recognized or cared for in the organization. Future
state of job satisfaction to the employee by employees being 86% satisfied and motivated. And
the future state should be made to the employees an average of 86% satisfied and motivated for a
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better place to work. The desired future state for an employee’s working conditions and
environment is 72% improved through remuneration, fair shifts, working hours, and pay. The
organization aims to significantly enhance the working conditions and environment for
employees by 72%, focusing on factors such as fair compensation, reasonable work shifts and
hours, and equitable pay practices. The goal is to align the training and development programs
with the specific needs of the organization and keep them up-to-date with current market trends,
ensuring their relevance and effectiveness.