Leadership Practices Inventory (LPI) Term Paper

Pages: 9 (2451 words)  ·  Bibliography Sources: 0  ·  Level: College Senior  ·  Topic: Leadership  ·  Buy This Paper


[. . .] Finally, you very frequently draw on common experience from your team or group in order to use that information at a future time, in the same situation. Learning from experience will help improve team work and team performance.

The line chart below shows the values you have obtained (blue), as compared to the observers'.

4. Enable others to act

This section greatly relies and analyses the relationship you have with the other members of your team and with your subordinates. Working in a team where there are mutual respect and cooperative relationships ensures, at least in theory, a positive approach towards any problem the group may have. A cooperative climate will also be more likely to increase productivity, because the team members are more likely to regard themselves as belonging to the group, and, as such, working together to achieve the common goals.

These tendencies in a group often come from the leader, who sets the trend for the climate in the group. A choleric leader, a leader who tends to solve things in a conflicting manner will most likely impose this on the group as well and this will be a group where conflicts are more likely to appear. On the other hand, a cooperative environment is also created by the leader.

You have asserted that you almost always develop cooperative relationships, you treat people with respect and dignity and listen actively to different points-of-view. These statements, especially the first and the last, show that you choose a cooperative work environment in your group rather than a conflict situation. Indeed, the first statement clearly points this out: cooperative over conflicting relationships. Cooperation will mean a different approach to solving issues that may arise in a group, an approach based on discussions, on everybody expressing their points-of-view and of sharing them with the rest of the group.

This is clearly pointed out by the third statement I have mentioned, where you showed that you almost always listen actively to diverse points-of-view. As a complementary aspect to the paragraph here above, you do not encourage discussions in a group, but you also tend to listen to other opinions, evaluate them and even use them if they are correct. For a leader, this is very important, because it is often the case when leaders refuse to take into consideration other opinions and prefer to rely on their won. However, you never know where the appropriate solution may come from and what opinions you may miss by not listening.

The overall score you have obtained here is 57 out of 60 possible, which represents 95%.

5. Encourage the Heart

There is almost no comment to be made here, since you have scored 10 in all six statements. However, we may have a brief overall analysis. As the title of the practice explains, this is a continuation of the previous practice and reflects the way you know how to praise and stimulate your subordinates and thus speculate their potential by "encouraging the heart." would point out towards the fact that you almost always praise people for a job well done and give team members appreciation and support. Many times, leaders may feel inclined to give only a negative feedback. In this case, it is either that something needs to be corrected or that additional instructions are passed down so that the task can be fully completed. However, it is less often that a leader passed down a positive feedback, a praise, a positive remark, something by which the subordinate is able to tell that he has done a good job. This are situations where we are likely to find, in the future, that the subordinate will not be as committed as if he had full acknowledgement of the quality of his work. No reward means decrease in future performances and work productivity, because there will be no immediate incentive.

Finally, you almost always express confidence in people's abilities. This goes hand in hand with what I have mentioned in the previous paragraph. It is often more likely that a subordinate will be more committed if he has a heart commitment rather than if he is constrained to do something. This is where confidence in one's potential, expressed by the team leader himself, will do wonders.

6. Conclusions

You have scored very high scores in almost all of the five practices. Indeed, your lowest score is 53, which still represents 88.3%. This would be a positive aspect, if we didn't have the comparison with the scores with which the observer(s) have characterized you. Indeed, the chart below gives us a clear picture of things. The highest difference is of 25 points, which is somewhere around 42%, while the lowest difference of 20 points, around 33%.

In these cases, it is either that you have overestimated your answer or that your observer has underestimated his or her. In this particular case, I tend to go with the second version and there are several reasons for this. One of them is that I have noticed a reticence (statistically speaking) to go for the extreme answers. This means that he stayed away from the almost never or rarely statements, as well as from the very frequently and almost always ones, sticking with average answers, in general 4, 5, 6 or 7. This tendency may have influences his results.

On the other hand, the results that you have given have only rarely left the 9 to 10 spectrum. Rather optimistic, you have placed the majority of your statements in the almost always or very frequently frequency area, which may have been an overvaluation.… [END OF PREVIEW]

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