The purpose of this study was to investigate the relationship
between two respected and popular measures used to assist change and
The total sample consisted of data from 179 participants
across a diverse population of companies and groups. Sixty-two percent of the
sample were men, and the average age of the respondents was 38 years.
Respondents completed both the Leadership Practices Inventory and the Kirton
Adaption-Innovation Inventory (KAI; Kirton, 1999). Internal reliabilities reported
for this sample ranged between .62 for Modeling to .81 for Encouraging.
Statistically significant positive correlations (p < .001)
between two leadership practices (Challenging the Process and Inspiring a Shared
Vision) and the KAI. The authors report that the “observed relationships between
an innovative preference on the KAI and a higher score on challenging the Process
would be expected as a result of their conceptual overlap....Likewise, the
relationship observed between an innovative cognitive style and inspiring a share
vision is also conceptually consistent.” The leadership practices of Enabling
Others to Act, Modeling the Way and Encouraging the Heart are unrelated to the
KAI and clearly measure something unrelated to cognitive style of creativity.