The Leadership Practices Inventory (LPI) assesses the extent to which leaders use the five practices outlined by Kouzes and Posner (1987). An LPI-self questionnaire is completed and then other people complete the LPI-observer questionnaire which includes rating scales and open-ended questions.

Mark scheme

Marking points from the official mark scheme (Oct/Nov 2018). The mark or mark type is shown in brackets.

1. Marks: 1 mark for basic answer e.g. identification. 1 mark for elaboration/example.
2. Most likely answer (other appropriate responses to be credited):
3. ∞ model the way leaders establish principles, create standards of excellence and then set an example for others to follow.
4. ∞ inspire a shared vision leaders believe that they can make a difference, see the future, and enlist others in their dreams.
5. ∞ challenge the process leaders seek change, look for innovative ways to improve things in an organisation.
6. ∞ enable others to act leaders foster collaboration and build teams. They actively involve others. They strengthen others, making each person feel needed and a part of a team.
7. ∞ encourage the heart to keep hope and determination alive, leaders recognise the contribution that each individual makes. Rewards are shared.
8. Marks: 1 mark basic answer. 2 marks elaboration × 2
9. Most likely answer (other appropriate responses to be credited):
10. Strengths:
11. ∞ They allow people to express an opinion; to say what they think often without restriction.
12. ∞ The allow a person to explain what they mean; to go beyond a number
13. Weaknesses:
14. ∞ Open-ended answers may be may be difficult to interpret by the researcher;
15. ∞ may be difficult for the person to express clearly what they mean.
16. ∞ it may be difficult to categorise and compare different answers;
17. ∞ researchers may categorise answers incorrectly.
18. Marks: 1-2 marks basic answer. 3-4 marks detailed answer/elaboration.
19. Most likely answer (other appropriate responses to be credited):
20. ∞ Measured by observation, either by other leaders/managers or even by workers.
21. ∞ Measured by interviews conducted on workers/followers, for example.
22. ∞ Measured by increases in productivity;
23. ∞ by increased participation in work-related activities;
24. ∞ by lower absenteeism rates – workers are happy.
25. Marks: Question requires discussion; always plural of each argument, and always requires conclusion.
26. 1 mark for each advantage/disadvantage (however detailed) and related to the question up to 4 max.
27. 1 mark for two strengths/weaknesses unrelated to the question.
28. 1 mark for conclusion.
29. Most likely answer (other appropriate responses to be credited):
30. Advantages:
31. ∞ Together the two measures can support/confirm each other; both look at a much wider range of aspects of the work of the leader.
32. ∞ an LPI-self allows the individual to rate themselves because they know what they do.
33. ∞ Having an LPI-observer questionnaire allows others to judge the worth of that leader. Together this is a much more thorough and when compared the validity can be assessed.
34. Disadvantages:
35. ∞ Individually the LPI-self may be biased; the LPI-Observer may also be biased.
36. ∞ the LPI-self may rate themselves higher than they really are;
37. ∞ judgements by observers may be flawed: others may inflate or deflate scores for a variety of reasons.
38. Conclusion: any appropriate conclusion drawn from the discussion that has been presented. 1 mark if appropriate. A conclusion is a 'decision reached by reasoning' and so a summary of points already made scores 0 marks.