Unit 5B - Everyday Leadershipeverydayleadership.org/.../files/documents/S7.LPI_PP_J… · Web...

Session 7 Leadership Practices Inventory

Total Session Time: 3 hours

Learning Objectives: By the end of this session, participants will be able to:

Describe the 5 Leadership practices. Identify 2 leadership strengths and weaknesses. Describe 1 strategy for developing each of the 5 leadership practices.

Session Overview

Step Time Activity/Method Content Resources

Needed

1 60 minutes Presentation, Introduction to the LPI, 5 Leadership Practices (Slides 1-7)

LCD or Overhead Projector,Leadership Videos

2 60 minutes

Presentation, Individual Activity, Discussion

The LPI Self Instrument (Slides 8-10)

LCD or Overhead Projector,Handout 7.1,Handout 7.2

3 60 minutesGroup Activity,Presentation

Developing the 5 Leadership Practices (Slides 11-18)

LCD or Overhead Projector

Resources Needed

LCD or Overhead Projector Slides LPI Self Instrument (Note: You must purchase individual copies of the LPI Self Instrument for each

participant. For information on purchasing, please contact: [email protected] or visit http://www.leadershipchallenge.com/WileyCDA/LCTitle/productCd-0787967955.html.)

Handout 7.1: The Five Leadership Practices Handout 7.2: The LPI Self-Response Scoring Sheet Flip Chart Osmund Mwandeme’s Leadership Video

Leaders in Health Namibia Facilitator GuideSession 7: Leadership Practices Inventory 101

mailto:[email protected]

Advance Preparation Purchase LPI Self Instrument (contact: [email protected] or visit

http://www.leadershipchallenge.com/WileyCDA/LCTitle/productCd-0787967955.html).

Review the entire session prior to facilitating, to familiarize yourself with the slides, speaker’s notes, learning activities, and supporting materials.

Post 5 sheets, each with the name of each of the Leadership Practices on it, around the room.

Sources/Bibliography:

Refer to these materials for additional background reading, as needed.

Kouzes, J.M, & Posner, B.Z (2008). The leadership challenge, 4th edition. San Francisco: Jossey-Bass.

Kouzes, J.M, & Posner, B.Z (2008). The Leadership Practices Inventory: Facilitator’s Guide, 3rd edition. San Francisco: Pfeiffer.



Beginning the Session

Trainer Instructions: Step 1 (60 minutes)

Present Slides 1-7 using trainer notes and Handout 7.1: The Five Leadership Practices to guide the presentation and activities.

Slid

e 1 Note to Facilitator: You must purchase Self

Instruments from John Wiley and Sons, Inc. to use this material. For information on purchasing, please contact: [email protected] or visit http://www.leadershipchallenge.com/ WileyCDA/LCTitle/productCd-0787967955.html.

CREDIT the following session sources: Kouzes, J.M, & Posner, B.Z (2008). The leadership challenge, 4th edition. San Francisco: Jossey-Bass.

Kouzes, J.M, & Posner, B.Z (2008). The Leadership Practices Inventory: Facilitator’s Guide, 3rd edition. San Francisco: Pfeiffer.

Slid

e 2 EXPLAIN that James M. Kouzes and Barry Z. Posner

examined thousands of case studies and survey questionnaires to gain insight on what made leaders successful in guiding others. They discovered that leadership was not about personality, rather about behavior.

Common patterns of action emerged from the literature. Out of these common patterns of action Kouzes and Posner created a model of leadership that leaders can use to guide them as they attempt to

lead others. This model consists of 5 practices:• Challenging the process• Inspiring a shared vision• Enabling others to act• Modeling the way• Encouraging the heart

Source: Kouzes, J.M, & Posner, B.Z (2008). The Leadership Practices Inventory: Facilitator’s Guide, 3rd edition. San Francisco: Pfeiffer.



Slid

e 3 EXPLAIN that the first practice is to challenge the

process.

• Leaders are change agents. Their task is to challenge the status quo.

• They must constantly seek out opportunities to grow and improve. To do this, they must take risks and experiment, continually learning from their mistakes and moving forward.

• As a leader it is important to recognize that people will not change unless they can see how a new policy, process or program fits with their personal needs. It is the leader’s task to find ways to get “buy in.” The change should come from within and not outside. In other words, people should feel in charge of change.

• Leaders must also recognize that because change takes time, they must move one step at a time. Leaders should set achievable goals and have the courage to persist despite the setbacks and challenges they may face.

ASK participants if they can think of a leader who challenges the process.

Photo Source: NOAA Photo Library, NOAA Central Library; Source: Kouzes, J.M, & Posner, B.Z (2008). The Leadership Practices Inventory: Facilitator’s Guide, 3rd edition. San Francisco: Pfeiffer.

Slid

e 4 EXPLAIN that the second practice is to inspire a

shared vision.

• Leaders must have a clear vision that they are passionate about. They must firmly believe that they can make a difference. Enthusiasm is contagious, so leaders should genuinely feel passionate about their vision.

• A vision only seen by the leader is not enough to mobilize and animate groups. Leaders must align their vision with a

common vision in order to enlist others in their dreams. They help others recognize the ways in which their dreams can be realized by working towards a shared vision.

ASK participants: “When have you worked with a team who has a shared vision? What was it? How did it feel?”Photo source: Ronna Proudfoot, http://search.creativecommons.org/?q=sunset#Source: Kouzes, J.M, & Posner, B.Z (2008). The Leadership Practices Inventory: Facilitator’s Guide, 3rd edition. San Francisco: Pfeiffer.


Slid

e 5 EXPLAIN that the third practice is enabling others

to act.

• Leaders understand that they cannot achieve anything alone. They know that collaboration is essential for success.

• They build spirited teams, promote shared goals and build trust. Leaders must create an environment of respect and a sense that “we’re all in this together.”

• Good leaders make sure they connect their constituents (supporters) and their

constituents connect with each other. • Leaders must strengthen others by sharing power and providing choice. • As a leader, you want your constituents to be competent and confident. Constituents must

feel a sense of accountability and ownership for their achievements.

ASK participants if they can think of a leader who enables others to act.Photo Source: US Army, http://www.flickr.com/photos/joiseyshowaa/2374526016/sizes/z/in/photostreamSource: Kouzes, J.M, & Posner, B.Z (2008). The Leadership Practices Inventory: Facilitator’s Guide, 3rd edition. San Francisco: Pfeiffer.

Slid

e 6 EXPLAIN that the fourth practice is modeling the

way.

EXPLAIN that:

• Leaders must model the values and behaviors they wish to promote. Credibility is the foundation of leadership. People will not believe the message unless they believe the messenger. To establish credibility you must do what you say you are going to do. You must act in

accordance with how you wish those you lead to act. You must not force ideas or opinions on others, rather create standards of excellence and set an example for others to follow.

• Leaders must find their voice by clarifying their personal values. When a group knows that a leader has the courage of their convictions, they become willing and inspired to follow that example.

• Leaders must set interim goals so that people can achieve small wins as they work toward larger objectives; and unravel bureaucracy when it prevents action.

ASK participants if they can think of a leader who models the way.Photo Source: Joisey Showaa, http://www.flickr.com/photos/joiseyshowaa/2374526016/sizes/z/in/photostream/Source: Kouzes, J.M, & Posner, B.Z (2008). The Leadership Practices Inventory: Facilitator’s Guide, 3rd edition. San Francisco: Pfeiffer.


Slid

e 7 EXPLAIN that the fifth practice is encouraging the

heart.

• Leaders are tasked with renewing the strength and uplifting the spirits of their supporters.

• Appreciation and celebration are important elements of encouraging the heart. Challenging the status quo and making a difference can be hard work. People can become exhausted, frustrated, and overwhelmed.

• Leaders must keep hope and determination alive through the recognition of individual contributions. Leaders use thank-you notes, smiles, awards, and public praise to show their appreciation.

• By celebrating people’s accomplishments visibly in group settings leaders, create a spirit of community and sustain people’s focus.

• At the end of the day, leaders should make people feel like winners. Address Melata, for example, made the midwives in Malawi who work with little resources feel like heroes.

ASK participants if they can think of a leader who encourages the heart.

ALLOW a few moments for participants to respond.

WRAP UP the discussion by ASKING participants to recall the 5 practices and asking them if they have any questions about the 5 practices.

EXPLAIN that we are now going to play 2 leadership videos and ASK participants to note which of the 5 practices come up in the videos.

REFER participants to Handout 7.1: The Five Leadership Practices.

PLAY Osmund Mwandeme’s Leadership Video.

ASK participants to identify the practices that came up in each.

Note to Facilitator: Osmund discusses each practice.

Photo Source: Paul Downey, http://search.creativecommons.org/?q=congratutulateSource: Kouzes, J.M, & Posner, B.Z (2008). The Leadership Practices Inventory: Facilitator’s Guide, 3rd edition. San Francisco: Pfeiffer.


Handout 7.1: The Five Leadership Practices

Challenge the Process:

• Leaders are change agents. Their task is to challenge the status quo. • They must constantly seek out opportunities to grow and improve. To do this, they must take risks

and experiment, continually learning from their mistakes and moving forward.• As a leader it is important to recognize that people will not change unless they can see how a new

policy, process or program fits with their personal needs. It is the leader’s task to find ways to get “buy in.” The change should come from within and not outside. In other words, people should feel in charge of change.

• Leaders must also recognize that because change takes time, they must move one step at a time. Leaders should set achievable goals and have the courage to persist despite the setbacks and challenges they may face.

Inspiring a Shared Vision:

• Leaders must have a clear vision that they are passionate about. They must firmly believe that they can make a difference. Enthusiasm is contagious, so leaders should genuinely feel passionate about their vision.

• A vision only seen by the leader is not enough to mobilize and animate groups. Leaders must align their vision with a common vision in order to enlist others in their dreams. They help others recognize the ways in which their dreams can be realized by working towards a shared vision.

Enable others to act:

• Leaders understand that they cannot achieve anything alone. They know that collaboration is essential for success.

• They build spirited teams, promote shared goals and build trust. Leaders must create an environment of respect and a sense that “we’re all in this together.”

• Good leaders make sure they connect their constituents (supporters) and their constituents connect with each other.

• Leaders must strengthen others by sharing power and providing choice. • As a leader, you want your constituents to be competent and confident. Constituents must feel a sense

of accountability and ownership for their achievements.

Model The Way:

• Leaders must model the values and behaviors they wish to promote. Credibility is the foundation of leadership. People will not believe the message unless they believe the messenger. To establish credibility you must do what you say you are going to do. You must act in accordance with how you wish those you lead to act. You must not force ideas or opinions on others, rather create standards of excellence and set an example for others to follow.

• Leaders must find their voice by clarifying their personal values. When a group knows that a leader has the courage of their convictions, they become willing and inspired to follow that example.

• Leaders must set interim goals so that people can achieve small wins as they work toward larger objectives; and unravel bureaucracy when it prevents action.


Encourage the Heart

• Leaders are tasked with renewing the strength and uplifting the spirits of their supporters.• Appreciation and celebration are important elements of encouraging the heart. Challenging the status

quo and making a difference can be hard work. People can become exhausted, frustrated, and overwhelmed.

• Leaders must keep hope and determination alive through the recognition of individual contributions.• Leaders use thank-you notes, smiles, awards, and public praise to show their appreciation.• By celebrating people’s accomplishments visibly in group settings, leaders create a spirit of

community and sustain people’s focus.• At the end of the day, leaders should make people feel like winners.




Present Slides 8-10 using trainer notes and The LPI Self Instrument and Handout 7.2: LPI Self-Response Scoring Sheet to guide the presentation and activities.

Slid

e 8 EXPLAIN that after identifying the five practices of

leadership, James M. Kouzes and Barry Z. Posner wanted to provide a tool leaders could use to assess the extent to which they actually used the Five Practices. This led to the creation of the Leadership Practices Inventory (LPI).

• LPI includes a 30-item assessment instrument that provides a way for individual Leaders to measure the frequency of their own specific leadership behaviors on a 10-point frequency scale.

The scale ranges from almost never (1) to almost always (10). This questionnaire measures your leadership behavior—not your IQ, personality style, or general management skills.

• The LPI can be done in written form or on-line. The on-line version provides more analysis and explanation. Another way that LPI can be used is as a 360-degree leadership assessment – which includes feedback from people you work with (those you supervise, those who supervise you, those you work with, etc.). In this training we will only complete the self-assessment.

REFER participants to The LPI Self Instrument.

EXPLAIN that participants will have 10-15 minutes to complete the questionnaire.

ALLOW participants 10-15 minutes to complete the questionnaire.


Slid

e 9 REFER participants to Handout 7.2: The LPI Self-

Response Scoring sheet.

INSTRUCT participants to transfer their scores from their questionnaires to the response sheet.

ALLOW participants 5 minutes to score their questionnaires.

EXPLAIN that each column on the self response sheet corresponds to a practice.

The score for each practice can range from a high of 60 to a low of 6.

ASSURE participants that their scores will remain private unless they wish to share them.

Slid

e 10 PRESENT the slide with the following information:

The first column corresponds to “Modeling the Way”

The second column corresponds to “Inspiring a Vision”

The third column corresponds to “Challenging the Process”

The fourth column corresponds to “Enabling Others to Act”

The fifth column corresponds to “Encourage the Heart.”


Handout 7.2: LPI Self-Response Scoring Sheet

1. _____ 2. _____ 3. _____ 4. _____ 5. _____ 6. _____ 7. _____ 8. _____ 9. _____ 10._____ 11._____ 12._____ 13._____ 14._____ 15._____ 16._____ 17._____ 18._____ 19._____ 20._____ 21._____ 22._____ 23._____ 24._____ 25._____ 26._____ 27._____ 28._____ 29._____ 30._____ ________ ________ ________ ________ ________ TOTAL TOTAL TOTAL TOTAL TOTAL


Instructions:

1. Transfer your ratings from the statements on the questionnaire to the blanks below. Please notice that the numbers of the statements are listed from left to right. Make certain that the number you assigned to each statement is transferred to the appropriate blank.

2. Add the columns and fill in the totals.


Present Slides 11-18 using trainer notes to guide the presentation and activities. Before the activity, post 5 sheets, each with the name of each of the Leadership Practices on it, around the room.

Slid

e 11 POST sheets of paper with the name/visual

representations of each of the 5 practices around the room.

EXPLAIN that you would like participants to divide into groups based on their leadership strengths. You have posted each of the five leadership practices around the room.

DIRECT participants to go to the area of the room where they see the leadership practice they scored HIGHEST in posted on the wall.

INSTRUCT participants to look around the room to see the strengths of the others in the room. These are the people they can ask for support from in building the practices.

EXPLAIN that participants will have 10-15 minutes to brainstorm strategies for developing the practice. Because they excel in this area, they can share what they are doing now or suggest ways to develop this practice. Each group will present to the larger group.

REFER participants to Handout 7.1: The Five Leadership Practices.

Note to Facilitator: participants can alternatively select a practice they want to develop.

ALLOW participants 15 minutes for this activity.

ASK each group to select a volunteer to present their strategies.

Note to Facilitator: The next 5 slides list some strategies for developing each practice. Show the slide that corresponds to the practice being presented to the large group, beginning with Challenging the Process. If short on time, you can skip the slides altogether or use them as a reference only.


Slid

e 12 Note to Facilitator: this slide contains animation.

Right-click for the list to appear.

ASK participants from the group “Challenging the Process” to present.

SUMMARIZE the group’s responses and add in the following strategies if necessary:

• Take risks and honor others who do.• Question the way things are done and

suggest new systems and procedures.• Treat each assignment as a chance to make

things change for the better in an organization.• Finding something broken and fix it.• Letting other people do a lot is also risk taking, you are giving up control.

Photo Source: http://www.flickr.com/photos/whiteafrican/2591183384/sizes/z/in/photostream/Source: Kouzes, J.M, & Posner, B.Z (2008). The Leadership Practices Inventory: Facilitator’s Guide, 3rd edition. San Francisco: Pfeiffer.

Slid



ASK participants from the group “Inspiring a Shared Vision” to present.

SUMMARIZE the groups responses and add in the following strategies if necessary:

• Know others-enlist their support by appealing to their values, interests, hopes and dreams.

• Orient your thinking to the future. • Hold an image of the end result.• Create a succinct statement or presentation about what you are trying to accomplish. This

group is very focused on results. “No wind favors he who has no destined port.” – Montaigne. If you don’t have an end in mind any wind will just blow you here or blow you there and you’ll never get anywhere.

• The better you know those you are leading, the more you are able to inspire a shared vision.



Slid

e 14

Note to Facilitator: this slide contains animation. Right-click for the list to appear.

ASK participants from the group “Enabling Others to Act” to present.


• Always say “we”. “We have achieved, we have a job to do.” Once you recognize this you notice the people who say we vs. I everywhere.

• Delegate to others and help them succeed. Do they have time, materials and the knowledge they need to succeed? Help them plan, if they run into a roadblock, help them move past it.

• Involve people in planning and problem solving. • Build others up. • Create a climate of psychological trust. Make people feel that even if they fail, as long as

they’ve tried hard you will not punish them.• Share information and power. • Focus on gains rather than losses. • In summary, enabling others to act is about delegating, increasing confidence, letting

people do things. ASK participants: “Any thoughts on this before we move to the fourth practice?”Source: Kouzes, J.M, & Posner, B.Z (2008). The Leadership Practices Inventory: Facilitator’s Guide, 3rd edition. San Francisco: Pfeiffer.


Slid



ASK participants from the group “Modeling the Way” to present.


Actions speak louder than words, as a leader you are under constant surveillance. Don’t expect others to do what you aren’t doing. Pick 1 or 2 values you want to follow and see in others and

model them every day. Without saying anything you are putting pressure on the others to follow you.

• Lead others where you are also willing to go.• Know your own basic set of values and talk to people about them.• Do what you say you are going to do.• Walk the halls. • Encourage ethical behavior. • Establish norms about hard work and caring.• Decrease job stress and tension. You can be highly committed and not overwork.• If you don’t do what you say, people will become cynical and this is poison to an

organization.

Photo Source: Jean-Marie Hullot, http://search.creativecommons.org/?q=awardSource: Kouzes, J.M, & Posner, B.Z (2008). The Leadership Practices Inventory: Facilitator’s Guide, 3rd edition. San Francisco: Pfeiffer.


Slid

e 16

Note: this slide contains animation. Right-click for the list to appear.

ASK participants from the group “Encouraging the Heart” to present.

SUMMARIZE the group’s responses and add in the following strategies if necessary:

• Say “thank you”.• Celebrate team accomplishments.• Install a systematic process to reward

performance.• Be creative about rewards.• Make recognition public.• Look for people doing something right. Most people are quick to see what someone is

doing wrong. You can get in the habit of doing the opposite. You can say something simple such as “I see you are here after your lunch, I appreciate it....”



Slid

e 17 WRAP UP the session by saying the following:

As we rise in the ranks there is an increased risk of misusing our power, but how we decrease this risk is by focusing inward. In most leadership studies this is shown to be supremely important. It’s all from the inside out. Remember it takes a lot of courage to examine your inner life. There are assessments to help with this. LPI is one way to expand self-examination and growth.

• Leadership is a relationship. Success in leading is largely determined by our ability to build and sustain relationships --how well we “work and play” together. The people who make a difference in our lives are not the ones who have the most credentials, the most money, or the most awards. They’re the ones who care about us and who we are closest to.

• Leadership is everyone’s business. Leadership is not about personality or charisma, anyone can be a leader. Leadership isn’t a place or a position; it’s a process. It involves skills and abilities.

• Leadership development is self-development. The mastery of the art of leadership is the mastery of the self, the leader’s primary instrument. It takes courage to examine one’s inner life. The first step in this journey of personal growth is self-examination.

• Committed leaders are always looking for new and better ways to model the way, enable others to act, encourage the heart, challenge the process, and inspire a shared vision.

ASK participants if they have any questions.

Pg 51-52 LPI third edition facilitator’s guide.Photo Source: Nat Bocking, http://search.creativecommons.org/?q=spiral%20stairs

Source: Ann Downer, I-TECH.Kouzes, J.M, & Posner, B.Z (2008). The Leadership Practices Inventory: Facilitator’s Guide, 3rd edition. San Francisco: Pfeiffer.

Slid

e 18


Unit 5B - Everyday Leadershipeverydayleadership.org/.../files/documents/S7.LPI_PP_J… · Web...

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