MGT 4308 Management Leadership Module 7 Student L

MGT 4308: Management Leadership
Module 7: Student Leadership Practices Inventory (SLPI)
Assessment Comparison Guidelines and Rubric
For the milestones in this course, you wrote several reflections
comparing your self-assessment responses to the observer
assessment
responses.
First, take the SLPI again and compare your current report to
the report you received at the beginning of the semester.
Then to complete this journal entry, address the following
critical elements:
● Assess how your answers have changed
● Explain why you think you responded differently
● Describe what you can do with this information to develop
your leadership action plan
Guidelines for Submission: Your journal entry should be about
2 paragraphs in length.
Instructor Feedback: This activity uses an integrated rubric in
Blackboard. Students can view instructor feedback in the Grade
Center.

Rubric
Criteria Exemplary (100%) Needs Improvement (75%) Not
Evident (0%) Value
Change
Assesses how self-assessment answers have
changed from beginning to the end of the
course.
Assesses how self-assessment answers have
changed from beginning to the end of the
course, but lacks in detail or clarity.
Does not assess how self-assessment
answers have changed from beginning to the
end of the course.
30
Reason Explains why responses changed. Explains why
responses changed, but lacks in
detail or clarity.
Does not explain why responses changed. 30
Action Describes how information can be used to
develop a leadership development plan.
Describes how information can be used to
develop a leadership development plan, but
lacks in detail or clarity.
Does not describe how information can be
used to develop a leadership development

plan.
30
Mechanics No grammar or spelling errors that distract
the reader from the content. All sources used
are cited using APA Style, 6th ed.
Minor errors in grammar or spelling that
distract the reader from the content. All
sources used are cited using APA Style, 6th
ed.
Major errors in grammar or spelling that
distract the reader from the content and/or
errors made in citing sources using APA
Style, 6th ed.
10
Total = 100%
Student Leadership
Practices Inventory®
BY JAMES M. KOUZES & BARRY Z. POSNER
Self Report
Prepared for Fenil Patel | July 1, 2021

http://www.studentleadershipchallenge.com/home.aspx
CONTENTS
The Five Practices of Exemplary Leadership®
and the Student LPI® Self Report 3
The Five Practices Bar Graphs 4
Leadership Behavior Ranking 5
Model the Way Bar Graphs 6
Inspire a Shared Vision Bar Graphs 8
Challenge the Process Bar Graphs 10
Enable Others to Act Bar Graphs 12
Encourage the Heart Bar Graphs 14
Percentile Graph 16
The Student Leadership Practices Inventory 360 17
© Copyright 2013 by James M. Kouzes and Barry Z. Posner.
Published by Jossey-Bass. All rights reserved.
www.studentleadershipchallenge.com.
http://www.studentleadershipchallenge.com
Profile for Fenil Patel
Texas Wesleyan University

July 1, 2021
Created by James M. Kouzes and Barry Z. Posner in the early
1980s and first identified in their
internationally best-selling book, The Leadership Challenge,
The Five Practices of Exemplary
Leadership approaches leadership as a measurable, learnable,
and teachable set of behaviors. After
conducting hundreds of interviews and reviewing thousands of
case studies about when people
performed at their personal best as leaders, there emerged five
leadership practices common to
making extraordinary things happen, which have subsequently
been validated by over three million
survey respondents around the globe. You can read more in
depth about The Five Practices in The
Student Leadership Challenge book. The Five Practices are:
The Student Leadership Practices Inventory (Student LPI) Self
instrument is an essential tool to help
you gain perspective into how you see yourself behaving as a
leader and what actions you can take to
improve your use of The Five Practices. Research continually
documents that leadership and
organizational effectiveness improve with more frequent use of
these leadership Practices.
ABOUT YOUR STUDENT LPI REPORT
The Student LPI measures the frequency of 30 specific
leadership behaviors on a five-point scale, with
six behavioral statements for each of The Five Practices. You
rated how frequently you engage in each
of these important behaviors associated with The Five Practices.

The response scale is:
TO THE QUESTION: HOW FREQUENTLY DO I TYPICALLY
ENGAGE IN THIS BEHAVIOR?
1–Rarely or Seldom 2–Once in a While 3–Sometimes 4–Often
5–Very Frequently
In the following report pages, you’ll see your Student LPI Self
responses presented in various manners.
STUDENT LPI SELF REPORT PAGE 3
July 1, 2021
The Five Practices Bar Graphs
These bar graphs provide a graphic representation of the
numerical data you provided about how
frequently you exhibit the behaviors associated with each
leadership Practice. Total responses for each
leadership Practice can range from 6 to 30, which represents
adding up the response score (from
1–Rarely or Seldom to 5–Very Frequently) for each of the six
behavioral statements related to the
Practice.

Model the Way
RATING 23
0 5 10 15 20 25 30
Inspire a Shared Vision
RATING 22
0 5 10 15 20 25 30
Challenge the Process
RATING 24
0 5 10 15 20 25 30
Enable Others to Act
RATING 24
0 5 10 15 20 25 30
Encourage the Heart
RATING 24
0 5 10 15 20 25 30

July 1, 2021
Leadership Behaviors Ranking
This page shows the ranking, from most frequent to least
frequent, of all 30 leadership behaviors
based on your self-rating. Horizontal lines separate the 10 most
and the 10 least frequent behaviors
from the middle 10. The response scale runs from 1–Rarely or
Seldom to 5–Very Frequently.
MOST FREQUENT LEADERSHIP PRACTICE RATING
3. Challenge skills and abilities Challenge 5
13. Search for innovative ways to improve Challenge 5
21. Make sure people support common values Model 5
29. Provide leadership opportunities for others Enable 5
30. Creatively recognize people's contributions Encourage 5
1. Set personal example Model 4
2. Look ahead and communicate future Inspire 4
4. Foster cooperative relationships Enable 4
5. Praise people Encourage 4
6. Align others with principles and standards Model 4
7. Describe ideal capabilities Inspire 4
8. Help others try out new ideas Challenge 4
9. Actively listen to diverse viewpoints Enable 4
10. Encourage others Encourage 4
11. Follow through on promises Model 4
12. Talk about how future could be better Inspire 4
14. Treat others with respect Enable 4
15. Express appreciation for people's contributions Encourage 4
16. Seek feedback about impact of actions Model 4
19. Support decisions other people make Enable 4
22. Am upbeat and positive Inspire 4
23. Break projects into smaller do-able portions Challenge 4

25. Celebrate accomplishments Encourage 4
28. Take initiative in experimenting Challenge 4
17. Show others how their interests can be realized Inspire 3
20. Publicly recognize alignment with values Encourage 3
24. Give people freedom and choice Enable 3
27. Communicate purpose and meaning Inspire 3
18. Ask "What can we learn?" Challenge 2
26. Talk about values and principles Model 2
LEAST FREQUENT
July 1, 2021
Model the Way Bar Graphs
Clarify values by finding your voice and affirming shared
values
Set the example by aligning actions with shared values
The set of bar graphs for each of the six leadership behaviors
related to this leadership Practice
provides a graphic representation of your responses for each
behavior. Responses can range from
1–Rarely or Seldom to 5–Very Frequently.
1. I set a personal example of what

I expect from other people.
RATING 4
0 1 2 3 4 5
6. I spend time making sure that
people behave consistently with
the principles and standards we
have agreed upon.
RATING 4
0 1 2 3 4 5
11. I follow through on the
promises and commitments I
make.
RATING 4
0 1 2 3 4 5
16. I seek to understand how my
actions affect other people’s
performance.
RATING 4
0 1 2 3 4 5
21. I make sure that people support
the values we have agreed upon.
RATING 5
0 1 2 3 4 5
26. I talk about my values and the
principles that guide my actions.

RATING 2
0 1 2 3 4 5
RESPONSE SCALE 1–Rarely or Seldom 2–Once in a While 3–
Sometimes 4–Often 5–Very Frequently
July 1, 2021
Reflections:
What is your immediate reaction to viewing your Model the
Way ratings? Why?
Please describe anything in your Model the Way rating that is
confusing or contradictory:
(Remember to review your Leadership Behaviors Ranking page
to consider the individual behaviors that relate to this Practice.)
What is one behavior you want to work toward doing more
frequently and what is one thing you can
do now to exhibit this behavior more frequently as a leader?
Suggestions for Becoming a Better Leader

1. At the end of every day, ask yourself, "What have I done
today that demonstrated one
of my key values? What have I done today that might have sent
the signal that I wasn't
committed to a key value? What can I do tomorrow to live out a
key value?"
2. Find occasions to talk with others about how your actions are
linked with your values
and principles.
3. Do something others can see that shows your commitment to
one of your group's
values. For example, if teamwork is a value, find a resource at
your school or in your
community (such as someone who can facilitate some team-
building exercises once
per semester) that will help you develop a greater sense of
teamwork with your group.
July 1, 2021
Inspire a Shared Vision Bar Graphs
Envision the future by imagining exciting and ennobling

possibilities
Enlist others in a common vision by appealing to shared
aspirations
2. I look ahead and communicate
about what I believe will affect
us in the future.
RATING 4
0 1 2 3 4 5
7. I describe to others in our
organization what we should be
capable of accomplishing.
RATING 4
0 1 2 3 4 5
12. I talk with others about a vision
of how we could be even better
in the future.
RATING 4
0 1 2 3 4 5
17. I talk with others about how
their own interests can be met
by working toward a common
goal.

RATING 3
0 1 2 3 4 5
22. I am upbeat and positive when
talking about what we can
accomplish.
RATING 4
0 1 2 3 4 5
27. I speak with passion about the
higher purpose and meaning of
what we are doing.
RATING 3
0 1 2 3 4 5
July 1, 2021
Reflections:

What is your immediate reaction to viewing your Inspire a
Shared Vision ratings? Why?
Please describe anything in your Inspire a Shared Vision rating
that is confusing or contradictory:
1. Look for others who you think are great leaders either at your
school or organization
and study them. Ask to sit in on a group they are leading and
observe what they are
doing. Set up time to talk about how they get people excited
about working together.
2. Every week, think of something you can do to help the people
you are working with
envision how things could be better in the future.
3. Find out from others in your group why they are there and
what they hope to see the
group accomplish. For example, how do they see the group
making a difference in the
lives of its members, your school or institution, or the local
community? Use what you
learn to see how others' aspirations can contribute to the group's
vision.

July 1, 2021
Challenge the Process Bar Graphs
Search for opportunities by seizing the initiative and looking
outward for innovative ways
to improve
Experiment and take risks by constantly generating small wins
and learning from
experience
3. I look for ways to develop and
challenge my skills and abilities.
RATING 5
0 1 2 3 4 5
8. I look for ways that others can
try out new ideas and methods.

RATING 4
0 1 2 3 4 5
13. I search for innovative ways to
improve what we are doing.
RATING 5
0 1 2 3 4 5
18. When things do not go as we
expected, I ask, "What can we
learn from this experience?".
RATING 2
0 1 2 3 4 5
23. I make sure that big projects we
undertake are broken down into
smaller and do-able parts.
RATING 4
0 1 2 3 4 5
28. I take initiative in
experimenting with the way
things can be done.
RATING 4
0 1 2 3 4 5

July 1, 2021
Reflections:
What is your immediate reaction to viewing your Challenge the
Process ratings? Why?
Please describe anything in your Challenge the Process rating
1. What can you do to improve your skills and abilities? If there
are people you admire
and could learn from, then seek them out and ask for their
advice and help.
2. Devote a portion of a group meeting to discussing what
frustrates people most about
the way the group functions. Then spend the next portion of the

meeting talking about
what the group and individual members of the group can do to
address those
frustrations. Create a specific list of things you can work on
together over the next few
months to make change happen.
3. Identify an upcoming project or activity that your group is
working on that is something
they have done before. Think of one to three things about the
event that you think the
group could improve on from the last time. Bring those up to
the group and ask their
ideas on improving those this time around.
July 1, 2021
Enable Others to Act Bar Graphs
Foster collaboration by building trust and facilitating
relationships
Strengthen others by increasing self-determination and
developing competence

4. I foster cooperative rather than
competitive relationships among
people I work with.
RATING 4
0 1 2 3 4 5
9. I actively listen to diverse points
of view.
RATING 4
0 1 2 3 4 5
14. I treat others with dignity and
respect.
RATING 4
0 1 2 3 4 5
19. I support the decisions that other
people make on their own.
RATING 4
0 1 2 3 4 5
24. I give others a great deal of
freedom and choice in deciding
how to do their work.
RATING 3
0 1 2 3 4 5

29. I provide opportunities for
others to take on leadership
responsibilities.
RATING 5
0 1 2 3 4 5
July 1, 2021
Reflections:
What is your immediate reaction to viewing your Enable Others
to Act ratings? Why?
Please describe anything in your Enable Others to Act rating

1. Find one other person in a group you're in or someone you
know who wants to become
a better leader. Talk to that person, offering to share your
leadership experiences in
terms of what you have learned and how you have grown. Offer
to meet with them
occasionally to talk about how they are or could be growing as a
leader.
2. Find someone in your group who doesn't appear to be very
engaged or seems
disconnected. Ask that person to work with you on something
you're doing or invite
them to take on an assignment or task that the group needs
done. Search for
something that you think would be of interest to that person as
opposed to just a task.
Ask about what their strengths are and find something that suits
them well.
3. Think of another leader you can spend some time with, and
ask about the things they
do to try to help others become leaders. Use what you learn
from them to find
individuals in your group that you can do similar things with.

July 1, 2021
Encourage the Heart Bar Graphs
Recognize contributions by showing appreciation for
individual excellence
Celebrate the values and victories by creating a spirit of
community
5. I praise people for a job well
done.
RATING 4
0 1 2 3 4 5
10. I encourage others as they work
on activities and programs.
RATING 4
0 1 2 3 4 5
15. I express appreciation for the
contributions that people make.

RATING 4
0 1 2 3 4 5
20. I make it a point to publicly
recognize people who show
commitment to shared values.
RATING 3
0 1 2 3 4 5
25. I find ways for us to celebrate
accomplishments.
RATING 4
0 1 2 3 4 5
30. I make sure that people are
creatively recognized for their
contributions.
RATING 5
0 1 2 3 4 5

July 1, 2021
Reflections:
What is your immediate reaction to viewing your Encourage the
Heart ratings? Why?
Please describe anything in your Encourage the Heart rating that
is confusing or contradictory:
1. For the next project you lead, think of five to ten small ways
in which you can
acknowledge and reward people who have done something
especially well. It doesn't
have to be elaborate.
2. In the three weeks after receiving your Student LPI Self data,
write a note to two
different people each week (total of six different people) telling
them how you
appreciate something they did that made a difference. Be
specific about their actions
and tie it back to the group's values.
3. Find a time (occasion) when everyone in the group is
together and publicly recognize

someone who has contributed to the team's success. Express
your personal
appreciation.
July 1, 2021
Percentile Ranking Graph
The more than 110,000 students who make up the Student LPI
database include a mix of young men
and women, ranging in age from their early teens through late
twenties, involved in all types of
student organizations, and from all over the globe. This page
compares your Self responses to theirs
on the Student LPI.
The horizontal lines at the 30th and 70th percentiles divide the
graph into three segments, roughly
approximating a "normal or bell-shaped distribution" of
responses. Comparing where your score on
each leadership Practice lines up with the percentiles on the
vertical axis gives you an approximation
for how frequently you engage in each leadership Practice in
relationship to other students who have

completed the Student LPI. For example, if your score for
Model the Way is at the 55th percentile, this
means that 45% of the students who have completed the Student
LPI have rated themselves as
responding more frequently than you have on this Practice, and
55% rated themselves lower.
MODEL
THE WAY
INSPIRE
A SHARED VISION
CHALLENGE
THE PROCESS
ENABLE
OTHERS TO ACT
ENCOURAGE
THE HEART
100
90
80
70
60
50
40

30
20
10
0
M
O
ST
F
R
EQ
U
EN
T
FR
EQ
U
EN
T
LE
A
ST
F
R

EQ
U
EN
T
July 1, 2021
The Student Leadership Practices Inventory 360:
Discover the Gift and Power of Feedback
We're pleased you've taken this first step on your journey to
becoming a better leader and making
extraordinary things happen in your group, school, institution,
or community; however, it doesn't end
here. Our research shows that of all 30 leadership behaviors,
number 16, "Seeks feedback about
impact of actions," is one that most leaders practice the least
frequently. But we believe there is deep
value in feedback. If others' perceptions of you is their reality,
it is important for you to understand
how others see you as a leader and this can possibly help you
identify your blind spots and where to
focus on improving. This form of feedback is powerful and a

true gift.
The Student LPI 360 is designed to help you do that. By using
the Student LPI 360, you can rate
yourself again, and ask your peers, instructors, coaches, and
anyone else who has seen you in a
leadership capacity to offer their feedback on how frequently
they see you engaging in the 30
leadership behaviors and The Five Practices of Exemplary
Leadership. The Student LPI 360 Online
system allows for quick, easy, and completely anonymous
feedback from the Observers who choose to
respond to your request. The data collection behind the Student
LPI 360 allows you to track your
progress over time. You have to work and practice at becoming
an effective leader. It is no different
than anything else at which you want to improve. The Student
LPI 360 will help you see where you can
improve and strengthen your leadership skills.
For more information on the Student LPI 360, please visit
www.studentleadershipchallenge.com and
read about it under the Assessments tab.
Powered by TCPDF (www.tcpdf.org)
http://www.tcpdf.orgCoverTable of ContentsThe Five Practices

of Exemplary Leadership® and the Student LPI® Self
ReportThe Five Practices Bar GraphsLeadership Behavior
RankingModel the Way Bar GraphsInspire a Shared Vision Bar
GraphsChallenge the Process Bar GraphsEnable Others to Act
Bar GraphsEncourage the Heart Bar GraphsPercentile GraphThe
Student Leadership Practices Inventory 360
Student Leadership
Practices Inventory® 360
BY JAMES M. KOUZES & BARRY Z. POSNER
Individual Feedback Report
Prepared for Fenil Patel | May 25, 2021
Summer 2021
CONTENTS
and the Student LPI 360 Report 1
The Five Practices Data Summary 2
The Five Practices Bar Graphs 3
Leadership Behaviors Ranking 4-5
Model the Way Data Summary 6
Model the Way Bar Graphs 7
Inspire a Shared Vision Data Summary 8

Inspire a Shared Vision Bar Graphs 9
Challenge the Process Data Summary 10
Challenge the Process Bar Graphs 11
Enable Others to Act Data Summary 12
Enable Others to Act Bar Graphs 13
Encourage the Heart Data Summary 14
Encourage the Heart Bar Graphs 15
Percentile Ranking Graph 16
Copyright 2021 by James M. Kouzes and Barry Z. Posner.
Summer 2021
May 25, 2021
STUDENT LPI 360 FEEDBACK REPORT PAGE 1
Created by James M. Kouzes and Barry Z. Posner in the early
1980s and first identified in their internationally best-selling

book,
The Leadership Challenge, The Five Practices of Exemplary
Leadership approaches leadership as a measurable, learnable,
and
teachable set of behaviors. After conducting hundreds of
interviews and reviewing thousands of case studies about when
people were at their personal best as leaders, there emerged five
leadership practices common to making extraordinary
things happen, which have subsequently been validated by over
three million survey respondents around the globe. You can
read more in depth about The Five Practices in The Student
Leadership Challenge book. The Five Practices are:
The Student Leadership Practices Inventory 360 (Student LPI
360) instrument is an essential tool to help you gain perspective
into how you see yourself as a leader, how others view you, and
what actions you can take to improve your use of The Five
Practices. Research continually documents that leadership and
organizational effectiveness improve with the more frequent
use of these leadership practices.
ABOUT YOUR Student LPI 360 REPORT
The Student LPI 360 measures the frequency of 30 specific
leadership behaviors on a five-point scale, with six behavioral
statements for each of The Five Practices. You and the
Observers you selected rated how frequently you engage in each
of
these important behaviors associated with The Five Practices.
The response scale is:
RESPONSE SCALE 1-Rarely or Seldom 2-Once in a While 3-
Sometimes 4-Often 5-Very Frequently
In the following report pages, you'll see your Student LPI Self
responses and your Observer responses. The Average Observer

rating is an average of all your Student LPI Observer responses.
RATER RESPONSE RATE: You requested a total of 5
observers to rate you; of these, 4 have submitted an Observer
survey as
of report date and are included in your report results.
Summer 2021
May 25, 2021
The Five Practices Data Summary
This page summarizes your Student LPI 360 responses for each
leadership Practice. The Self column shows the total of your
own responses to the six behavioral statements about each
leadership Practice. The Observers' Average column shows the
average of all of your Observers' total responses. The Individual
Observers columns show the total of each Observer's six
responses for the Practice. Total responses for each Practice can
range from 6 to 30; which represents adding up the
response score (ranging from 1-Rarely or Seldom to 5-Very
Frequently) for each of the six behavioral statements related to
that practice.
SELF OBSERVERS' AVERAGE INDIVIDUAL OBSERVERS
O1 O2 O3 O4

Model
the Way
23 24.5 26 24 22 26
Inspire a
Shared Vision
23 26.3 29 21 26 29
Challenge
the Process
23 25.8 27 26 22 28
Enable
Others to Act
22 23.5 24 20 24 26
Encourage
the Heart
23 27.0 29 22 29 28
Summer 2021
May 25, 2021

The Five Practices Bar Graphs
These bar graphs, one set for each leadership Practice, provide a
graphic representation of the numerical data recorded on
The Five Practices Data Summary pages. By leadership
Practice, it shows the total response for Self and the average for
all
Observers. Total responses can range from 6 to 30; which
represents adding up the response score (ranging from 1-Rarely
or
Seldom to 5-Very Frequently) for each of the six behavioral
statements related to that Practice.
Model the Way
0 5 10 15 20 25 30
SELF 23
OBSERVERS' AVERAGE 24.5
Inspire a Shared Vision
0 5 10 15 20 25 30
SELF 23
Challenge the Process
0 5 10 15 20 25 30

SELF 23
Enable Others to Act
0 5 10 15 20 25 30
SELF 22
Encourage the Heart
0 5 10 15 20 25 30
SELF 23
Summer 2021
May 25, 2021
The following page shows the ranking, from most frequent to
least frequent, of all 30 leadership behaviors based on the
average of your Observers' responses. Horizontal lines separate
the 10 most and the 10 least frequent behaviors from the
middle 10. The response scale runs from 1-Rarely or Seldom to

5-Very Frequently. This information may be useful to you in
deciding which Practices to focus on for improvement.
Summer 2021
May 25, 2021
This page shows the ranking from most frequent (top) to least
frequent (bottom) of all 30 leadership behaviors based on the
average Observers' score. An asterisk (*) indicates that the
difference between Observers' and Self rating is greater than
1.5.
MOST FREQUENT LEADERSHIP
PRACTICE SELF
OBSERVERS'
AVERAGE
28. Takes initiative in experimenting Challenge 4 5.0
18. Asks "What can we learn?" Challenge 3 5.0 *
10. Encourages others Encourage 5 4.8

15. Expresses appreciation for people's contributions Encourage
4 4.8
22. Is upbeat and positive Inspire 4 4.8
11. Follows through on promises Model 3 4.8 *
17. Shows others how their interests can be realized Inspire 3
4.8 *
20. Publicly recognizes alignment with values Encourage 3 4.8
*
13. Searches for innovative ways to improve Challenge 5 4.5
2. Looks ahead and communicates future Inspire 4 4.5
14. Treats others with respect Enable 4 4.5
19. Supports decisions other people make Enable 4 4.5
23. Breaks projects into smaller do-able portions Challenge 4
4.5
30. Creatively recognizes people's contributions Encourage 4
4.5
21. Makes sure people support common values Model 3 4.5
12. Talks about how future could be better Inspire 4 4.3
26. Talks about values and principles Model 4 4.3
25. Celebrates accomplishments Encourage 3 4.3

6. Aligns others with principles and standards Model 5 4.0
27. Communicates purpose and meaning Inspire 5 4.0
5. Praises people Encourage 4 4.0
29. Provides leadership opportunities for others Enable 4 4.0
7. Describes ideal capabilities Inspire 3 4.0
1. Sets personal example Model 4 3.8
24. Gives others freedom and choice Enable 3 3.8
9. Actively listens to diverse viewpoints Enable 2 3.8 *
8. Helps others try out new ideas Challenge 4 3.5
16. Seeks feedback about impact of actions Model 4 3.3
3. Challenges skills and abilities Challenge 3 3.3
4. Fosters cooperative relationships Enable 5 3.0 *
LEAST FREQUENT
Summer 2021
May 25, 2021

Model the Way Data Summary
values
This page shows the responses for each of the six leadership
behaviors related to this Practice. The Self column shows the
responses you gave yourself for each behavior. The Observers`
Average column shows the averages of the Observers`
responses. The Individual Observers columns show each
Observer`s response for each behavioral statement. Responses
range from 1-Rarely or Seldom to 5-Very Frequently.
O1 O2 O3 O4
1. Sets a personal example of what
he or she expects from other
people
4 3.8 4 5 3 3
6. Spends time making sure that
people behave consistently with
the principles and standards
that have been agreed upon
5 4.0 5 4 2 5
11. Follows through on the promises
and commitments he or she makes

3 4.8 5 4 5 5
16. Seeks to understand how his or
her actions affect other
people's performance
4 3.3 2 2 4 5
21. Makes sure that people support
the values that have been
agreed upon
3 4.5 5 5 4 4
26. Talks about his or her values
and the principles that guide
his or her actions
4 4.3 5 4 4 4
Summer 2021
May 25, 2021

Model the Way Bar Graphs
values
related to this Practice provides a graphic representation of
your and your Observers' average responses for that behavior.
Responses range from 1-Rarely or Seldom to 5-Very
Frequently.
1. Sets a personal example of what he
or she expects from other people
0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 3.8
6. Spends time making sure that
people behave consistently with the
principles and standards that have
been agreed upon
0 1 2 3 4 5
SELF 5
OBSERVERS'
AVERAGE 4.0

11. Follows through on the promises
and commitments he or she makes
0 1 2 3 4 5
SELF 3
OBSERVERS'
AVERAGE 4.8
16. Seeks to understand how his or her
actions affect other people's
performance
0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 3.3
21. Makes sure that people support the
values that have been agreed upon
0 1 2 3 4 5
SELF 3
OBSERVERS'
AVERAGE 4.5
26. Talks about his or her values and
the principles that guide his or her
actions

0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 4.3
Summer 2021
May 25, 2021
Inspire a Shared Vision Data Summary
possibilities
aspirations

O1 O2 O3 O4
2. Looks ahead and communicates
about what he or she believes
will affect us in the future
4 4.5 5 4 4 5
7. Describes to others in the
capable of accomplishing
3 4.0 5 3 3 5
12. Talks with others about a
vision of how things could be
even better in the future
4 4.3 5 2 5 5
17. Talks with others about how
their own interests can be met
by working toward a common goal
3 4.8 5 5 4 5
22. Is upbeat and positive when
talking about what could be
accomplished

4 4.8 4 5 5 5
27. Speaks with passion about the
what is being done
5 4.0 5 2 5 4
Summer 2021
May 25, 2021
Inspire a Shared Vision Bar Graphs
possibilities
aspirations
Frequently.

2. Looks ahead and communicates
about what he or she believes will
affect us in the future
0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 4.5
7. Describes to others in the
capable of accomplishing
0 1 2 3 4 5
SELF 3
OBSERVERS'
AVERAGE 4.0
12. Talks with others about a vision of
how things could be even better in
the future
0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 4.3
17. Talks with others about how their
own interests can be met by

working toward a common goal
0 1 2 3 4 5
SELF 3
OBSERVERS'
AVERAGE 4.8
22. Is upbeat and positive when talking
about what could be accomplished
0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 4.8
27. Speaks with passion about the
what is being done
0 1 2 3 4 5
SELF 5
OBSERVERS'
AVERAGE 4.0

Summer 2021
May 25, 2021
Challenge the Process Data Summary
Search for opportunities by seizing the initiative and by looking
outward for innovative
ways to improve
and learning from
experience
O1 O2 O3 O4
3. Looks for ways to develop and
challenge his/her skills and
abilities
3 3.3 4 4 1 4

8. Looks for ways that others can
try out new ideas and methods
4 3.5 5 3 1 5
13. Searches for innovative ways to
improve what is being done
5 4.5 5 4 5 4
18. When things do not go as he or
she expected, asks, "What can
we learn from this experience?"
3 5.0 5 5 5 5
23. Makes sure that big projects
undertaken are broken down into
smaller and do-able parts
4 4.5 3 5 5 5
28. Takes initiative in
experimenting with the way
things can be done
4 5.0 5 5 5 5

Summer 2021
May 25, 2021
Challenge the Process Bar Graphs
Search for opportunities by seizing the initiative and by looking
outward for innovative
ways to improve
and learning from
experience
Frequently.
3. Looks for ways to develop and
challenge his/her skills and abilities
0 1 2 3 4 5
SELF 3
OBSERVERS'

AVERAGE 3.3
8. Looks for ways that others can try
out new ideas and methods
0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 3.5
13. Searches for innovative ways to
improve what is being done
0 1 2 3 4 5
SELF 5
OBSERVERS'
AVERAGE 4.5
18. When things do not go as he or she
expected, asks, "What can we learn
from this experience?"
0 1 2 3 4 5
SELF 3
OBSERVERS'
AVERAGE 5.0
23. Makes sure that big projects
undertaken are broken down into
smaller and do-able parts

0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 4.5
28. Takes initiative in experimenting
with the way things can be done
0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 5.0
Summer 2021
May 25, 2021
Enable Others to Act Data Summary
relationships

O1 O2 O3 O4
4. Fosters cooperative rather than
people he or she works with
5 3.0 4 3 1 4
9. Actively listens to diverse
points of view
2 3.8 3 4 3 5
14. Treats others with dignity and
respect
4 4.5 5 3 5 5
19. Supports the decisions that
other people make on their own

4 4.5 4 5 5 4
24. Gives others a great deal of
freedom and choice in deciding
how to do their work
3 3.8 3 3 5 4
29. Provides opportunities for
others to take on leadership
responsibilities
4 4.0 5 2 5 4
Summer 2021
May 25, 2021
Enable Others to Act Bar Graphs
relationships

your and your Observers' average responses for that behavi or.
Frequently.
4. Fosters cooperative rather than
people he or she works with
0 1 2 3 4 5
SELF 5
OBSERVERS'
AVERAGE 3.0
9. Actively listens to diverse points of
view
0 1 2 3 4 5
SELF 2
OBSERVERS'
AVERAGE 3.8
14. Treats others with dignity and
respect
0 1 2 3 4 5
SELF 4

OBSERVERS'
AVERAGE 4.5
19. Supports the decisions that other
people make on their own
0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 4.5
24. Gives others a great deal of freedom
and choice in deciding how to do
their work
0 1 2 3 4 5
SELF 3
OBSERVERS'
AVERAGE 3.8
29. Provides opportunities for others to
take on leadership responsibilities
0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 4.0

Summer 2021
May 25, 2021
Encourage the Heart Data Summary
Recognize contributions by showing appreciation for individual
excellence
community
O1 O2 O3 O4
5. Praises people for a job well
done
4 4.0 5 2 5 4

10. Encourages others as they work
on activities and programs
5 4.8 5 4 5 5
15. Expresses appreciation for the
contributions that people make
4 4.8 4 5 5 5
20. Makes it a point to publicly
commitment to shared values
3 4.8 5 5 5 4
25. Finds ways for people to
celebrate accomplishments
3 4.3 5 3 4 5
30. Makes sure that people in our
organization are creatively
recognized for their
contributions
4 4.5 5 3 5 5

Summer 2021
May 25, 2021
Encourage the Heart Bar Graphs
Recognize contributions by showing appreciation for individual
excellence
community
Frequently.
5. Praises people for a job well done
0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 4.0
10. Encourages others as they work on
activities and programs

0 1 2 3 4 5
SELF 5
OBSERVERS'
AVERAGE 4.8
15. Expresses appreciation for the
contributions that people make
0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 4.8
20. Makes it a point to publicly
commitment to shared values
0 1 2 3 4 5
SELF 3
OBSERVERS'
AVERAGE 4.8
25. Finds ways for people to celebrate
accomplishments
0 1 2 3 4 5
SELF 3

OBSERVERS'
AVERAGE 4.3
30. Makes sure that people in our
organization are creatively
recognized for their contributions
0 1 2 3 4 5
SELF 4
OBSERVERS'
AVERAGE 4.5
Summer 2021
May 25, 2021
Percentile Ranking
The more than 110,000 students who make up the Student LPI
360 database include a mix of young men and women, ranging
in age from their early teens through late twenties, involved in
all types of student organizations, and from all over the globe.
This page compares your responses to theirs on the Student LPI
360.

The horizontal lines at the 30th and 70th percentiles divide the
graph into three segments, roughly approximating a ?normal or
bell-shaped distribution? of responses. Comparing where your
score on each leadership behavior lines up with the percentiles
on the vertical axis, gives you an approximation for how
frequently you engage in this leadership Practice in relationship
to
other students who have completed the Student LPI 360. For
example, if your score for Model the Way is at the 55th
percentile, this means that 45 percent of the students who have
completed the Student LPI 360 have rated themselves as
responding more frequently than you have on this Practice; or,
alternatively, that 55 percent of the students who have
completed the Student LPI 360 have rated themselves as
responding at or below this level of frequency in this leadership
Practice. Similarly if the score from your Observers is at the
35th percentile, this means that your use of this leadership
Practice is viewed by Observers at the same level of frequency
as 35 percent of all respondents, or below the level of
frequency of 65 percent of those Observers who have completed
the Student LPI 360.
MODEL
THE WAY
INSPIRE
A SHARED VISION
CHALLENGE
THE PROCESS
ENABLE
OTHERS TO ACT
ENCOURAGE

THE HEART
L
E
A
S
T
F
R
E
Q
U
E
N
T
F
R
E
Q
U
E
N
T
M
O

S
T
F
R
E
Q
U
E
N
T
20
10
0
100
90
80
70
60
50
40

30
Self Average of all Observers

MGT 4308 Management Leadership Module 7 Student L

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