Our Evidence-Based Approach

Scales

A leader’s effectiveness is measured by asking them and observers the frequency with which they exhibit 30 essential behaviors. As shown in the example below, six behaviors are associated with each of The Five Practices. Each behavioral statement is cast on a ten-point Likert scale.

Reliability

Reliability from a research perspective is about consistency or “repeatability.” This means the instrument (assessment, survey, questionnaire, etc.) gives the same result repeatedly. The more errors an instrument contains, the less reliable it is. A reliability score above .60 is good, while above .80 is considered very strong. The reliabilities for the LPI are consistently strong and above this criterion, as shown below.

Numerous studies have shown that the internal reliability of the LPI remains consistent across a wide range of sample populations, including those from diverse occupations and organizations. Research involving non-U.S. populations has also revealed that internal reliabilities are robust. In studies utilizing non-English language versions of the LPI, researchers have reported strong internal reliabilities.

All in all, LPI scores are independent of various demographic characteristics (e.g., age, marital status, years of experience, educational level) and organizational features (e.g., size, functional area, length of service, line versus staff position).

Validity

Obviously, individuals within an organization or across the globe don't behave in exactly the same way. The important aspect is to determine whether these differences have any consistent influence on a leader's effectiveness or their impact on employee engagement and productivity. This is a matter of validity, and it can be examined in psychometric terms as well as in practical terms by asking, "What is the significance of the results?"

Like reliability, validity is determined in several ways. The most common assessment of validity is called “face validity,” which considers whether, based on subjective evaluation, an instrument appears to measure what it intends to be measuring. What makes an instrument like the LPI valid is when we can be reasonably certain that it truly measures what it claims to measure and, accordingly, whether its scores have meaning or utility for a respondent. The LPI has been demonstrated across various demographic and organizational factors to predict leader effectiveness and employee positive workplace attitudes.

Given that the items on the LPI are related to the qualitative findings from interviews with leaders and echo the comments that workshop and seminar participants generally make about their own or others’ personal-best leadership experiences, respondents have found the LPI to have excellent face validity.

Independent Validation

Our research, along with that of Kouzes and Posner and many other researchers, as well as comparisons with other leadership tools, has consistently demonstrated the LPI's effectiveness in evaluating individuals’ leadership abilities. These studies demonstrate that The Five Practices of Exemplary Leadership® make a difference at the personal, interpersonal, small group, and organizational levels. The LPI has been demonstrated across various demographic and organizational factors to predict leader effectiveness and employee positive workplace attitudes.

Overall, The Five Practices of Exemplary Leadership framework and the LPI richly contribute to understanding the leadership process and unleashing the leader within.