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Leadership Practices Inventory (LPI). My results indicated that Model the Way was my strength, followed by Enable Others to Act, Encourage the Heart, Challenge the Process and Inspire a Shared Vision. Whilst I was not surprised by the results, I was challenged to consider what this said about me as a leader and how I use my strengths in the workplace. When considering contemporary leadership theories, I resonate most with Authentic leadership (George) as I consider myself to be open and relational (Avolio, 2010). However, on analysis of my LPI results, I have chosen to align to transformational leadership theory (Bass & Steidlmeier, 1999). Transformational leaders engender empowerment within teams through enthusiasm, which inspires intrinsic motivation . This enables teams to be empowered and united (Morsiani et al., 2016). This only occurs when transformational leaders have a genuine interest in the development and growth of their staff. Kaiser suggests interactive working environments where leaders live their values stimulates greater empowerment of staff and improves work satisfaction. My strength in the LPI in Model the Way aligns with this behaviour and action and enables me to develop cooperative relationships amongst my team, understanding each person’s unique needs and goals, a core behaviour associated with transformational leadership (Beauchamp et al., 2016). Commented [RM1]: Note I have used this reference as it is a seminal one. Similarly for George (above).
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