Leadership Practice Inventory
Supervisor sets personal example of what is expected of others
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor talks about future trends that will influence how our work gets done
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor seeks out challenging opportunities that test our own skills and abilities
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor develops cooperative relationships among the people we work with
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor praises people for a job well done
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor makes certain that people adhere to the principles and standards that have been agreed upon
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor describes a compelling image of what our future could be like
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor challenges people to try out new and innovative ways to do their work
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor actively listen to diverse points of view
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor makes it a point to let people know about confidence in their abilities
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor follows through on the promises and commitments that are made
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor appeals to others to share an exciting dream of the future
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor actively searches for innovative ways to improve what we do
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor treats others with dignity and respect
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor makes sure that people are creatively recognized for their contributions to the success of our projects
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor ask for feedback on how their actions affect other people’s performance
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor shows others how their long-term interests can be realized by enlisting in a common vision
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor ask “What can we learn?” when things do not go as expected
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor involves people in the decisions that directly impact their job performance
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor publicly recognize people who exemplify commitment to shared values
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor builds consensus around a common set of values for running our organization
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor paints the “big picture” of what we aspire to accomplish
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor identifies measurable milestones that keep projects moving forward
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor gives people a great deal of freedom and choice in deciding how to do their work
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor tell stories of encouragement about the good work of others
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor is clear about their philosophy of leadership
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor speaks with genuine conviction about the higher meaning and purpose of our work
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor takes initiative in anticipating and responding to change
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor ensures that people grow in their jobs by learning new skills and developing themselves
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
Supervisor gets personally involved in recognizing people and celebrating accomplishments
Almost Never
Rarely
Seldom
Once in a while
Occasionally
Sometimes
Fairly Often
Usually
Very Frequently
Almost always
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