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QUESTION
Overview
For this assignment, you will be taking a more thorough look into your leadership self-assessment results that you reflected on in Module One. This assignment will help in the creation of your personal development plan, which will be submitted in Module Six.
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 leadership behavior, 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 to being 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.
Based on your review of the Employee Satisfaction Survey, identify the leadership behaviors the organization’s leadership is currently successful in and explain how maintaining these areas can help in managing relationships between the leaders and their direct reports.
Guidelines for Submission
Submit your report as a 3- to 4-page Word document using 12-point Times New Roman font, double spacing, and one-inch margins. Sources should be cited according to APA style. Consult the Shapiro Library APA Style Guide for more information on citations
The Ten Commitments of Exemplary Leadership
MODEL THE WAY
Clarify values by finding your voice and affirming shared values.
Set the example by aligning actions with shared values.
INSPIRE A SHARED VISION
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
CHALLENGE THE PROCESS
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
Foster collaboration by building trust and facilitating relationships.
Strengthen others by increasing self-determination and developing competence.
ENCOURAGE THE HEART
Recognize contributions by showing appreciation for individual excellence.
Celebrate values and victories by creating a spirit of community.
First Impressions
This page is going to be in small amounts.
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:
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 multi- dimensional 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 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
Clarify values by finding your voice and affirming shared values.
Set the example by aligning actions with shared values.
INSPIRE A SHARED VISION
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
CHALLENGE THE PROCESS
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
Foster collaboration by building trust and facilitating relationships.
Strengthen others by increasing self-determination and developing competence.
ENCOURAGE THE HEART
Recognize contributions by showing appreciation for individual excellence.
Celebrate values and victories by creating a spirit of community
03:10
First Impressions
KEEP IN MIND WHEN REVIEWING YOUR LPI REPORT:
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.
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.
That is all the info
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