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Student Leadership
Practices Inventory 360

BY JAMES M. KOUZES & BARRY Z. POSNER
Individual Feedback Report

Prepared for Alea Cross | February 24, 2014
Concordia University
CONTENTS
The Five Practices of Exemplary Leadership
and the Student LPI 360 Report
The Five Practices Data Summary
The Five Practices Bar Graphs
Leadership Behaviors Ranking
4-5
Model the Way Data Summary
Model the Way Bar Graphs
Inspire a Shared Vision Data Summary
Inspire a Shared Vision Bar Graphs
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 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.
Profiile for Alea Cross

February 24, 2014
The Five Practices of Exemplary Leadership

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 10 observers to rate you; of these, 4 have submitted an Observer survey as of report
date and are included in your report results.
STUDENT LPI 360 FEEDBACK REPORT
PAGE 1
Profile for Alea Cross

February 24, 2014
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
24
26.5
25
24
27
30
24
26.5
24
24
28
30
24
25.0
20
25
25
30
24
25.8
24
20
29
30
22
23.8
15
21
29
30
Model
the Way
Inspire a
Shared Vision
Challenge
the Process
Enable
Others to Act
Encourage
the Heart
PAGE 2

February 24, 2014
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
SELF
OBSERVERS' AVERAGE
10
15
20
25
30
10
15
20
25
30
10
15
20
25
30
10
15
20
25
30
10
15
20
25
30
24
26.5
Inspire a Shared Vision

0
SELF
OBSERVERS' AVERAGE
24
26.5
Challenge the Process

0
SELF
OBSERVERS' AVERAGE
24
25.0
Enable Others to Act

0
SELF
OBSERVERS' AVERAGE
24
25.8
Encourage the Heart

0
SELF
OBSERVERS' AVERAGE
22
23.8
PAGE 3

February 24, 2014

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.
RESPONSE SCALE
1-Rarely or Seldom
2-Once in a While
3-Sometimes
4-Often
5-Very Frequently
PAGE 4

February 24, 2014

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
OBSERVERS'
SELF AVERAGE
14. Treats others with respect
Enable
5.0
22. Is upbeat and positive
Inspire
5.0
11. Follows through on promises
Model
4.8
26. Talks about values and principles
Model
4.8
27. Communicates purpose and meaning
Inspire
4.8
1. Sets personal example
Model
4.5
3. Challenges skills and abilities
Challenge
4.5
9. Actively listens to diverse viewpoints
Enable
4.5
12. Talks about how future could be better
Inspire
4.5
13. Searches for innovative ways to improve
Challenge
4.5
19. Supports decisions other people make
Enable
4.5
21. Makes sure people support common values
Model
4.5
28. Takes initiative in experimenting
Challenge
4.5
5. Praises people
Encourage
4.5
6. Aligns others with principles and standards
Model
4.3
10. Encourages others
Encourage
4.3
17. Shows others how their interests can be realized
Inspire
4.3
24. Gives others freedom and choice
Enable
4.3
8. Helps others try out new ideas
Challenge
4.3
2. Looks ahead and communicates future
Inspire
4.0
7. Describes ideal capabilities
Inspire
4.0
20. Publicly recognizes alignment with values
Encourage
4.0
18. Asks "What can we learn?"
Challenge
3.8
Enable
3.8
15. Expresses appreciation for people's contributions
Encourage
3.8
16. Seeks feedback about impact of actions
Model
3.8
29. Provides leadership opportunities for others
Enable
3.8
25. Celebrates accomplishments
Encourage
3.8
23. Breaks projects into smaller do-able portions
Challenge
3.5
30. Creatively recognizes people's contributions
Encourage
3.5
4. Fosters cooperative relationships
LEAST FREQUENT
PAGE 5

February 24, 2014
Model the Way Data Summary

Clarify values by finding your voice and affirming shared values
Set the example by aligning actions with shared 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.
SELF
1. Sets a personal example of what
OBSERVERS' AVERAGE
O1
O2
O3
O4
4.5
4.3
4.8
3.8
4.5
4.8
he or she expects from other

people
6. Spends time making sure that

people behave consistently with
the principles and standards
that have been agreed upon
11. Follows through on the promises

and commitments he or she makes
16. Seeks to understand how his or

her actions affect other
people's performance
21. Makes sure that people support

the values that have been
agreed upon
26. Talks about his or her values

and the principles that guide
his or her actions
RESPONSE SCALE
1-Rarely or Seldom
2-Once in a While
3-Sometimes
4-Often
5-Very Frequently
PAGE 6

February 24, 2014
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 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
6. Spends time making sure that

people behave consistently with the
principles and standards that have
been agreed upon
SELF
OBSERVERS' AVERAGE
4.5
SELF
OBSERVERS' AVERAGE
4.3
11. Follows through on the promises

and commitments he or she makes
16. Seeks to understand how his or her

actions affect other people's
performance
SELF
OBSERVERS' AVERAGE
4.8
SELF
OBSERVERS' AVERAGE
3.8
21. Makes sure that people support the

values that have been agreed upon
26. Talks about his or her values and

the principles that guide his or her
actions
RESPONSE SCALE
SELF
OBSERVERS' AVERAGE
4.5
SELF
OBSERVERS' AVERAGE
4.8
1-Rarely or Seldom
2-Once in a While
3-Sometimes
4-Often
5-Very Frequently
PAGE 7

February 24, 2014
Inspire a Shared Vision Data Summary

Envision the future by imagining exciting and ennobling possibilities
Enlist others in a common vision by appealing to shared aspirations
Frequently.
SELF
2. Looks ahead and communicates
OBSERVERS' AVERAGE
O1
O2
O3
O4
4.0
4.0
4.5
4.3
5.0
4.8
about what he or she believes

will affect us in the future
7. Describes to others in the

organization what we should be
capable of accomplishing
12. Talks with others about a

vision of how things could be
even better in the future
17. Talks with others about how

their own interests can be met
by working toward a common goal
22. Is upbeat and positive when

talking about what could be
accomplished
27. Speaks with passion about the

higher purpose and meaning of
what is being done
RESPONSE SCALE
1-Rarely or Seldom
2-Once in a While
3-Sometimes
4-Often
5-Very Frequently
PAGE 8

February 24, 2014
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. Looks ahead and communicates

about what he or she believes will
affect us in the future
7. Describes to others in the

organization what we should be
capable of accomplishing
12. Talks with others about a vision of

how things could be even better in
the future
17. Talks with others about how their

own interests can be met by working
toward a common goal
SELF
OBSERVERS' AVERAGE
4.0
SELF
OBSERVERS' AVERAGE
4.0
SELF
OBSERVERS' AVERAGE
4.5
SELF
OBSERVERS' AVERAGE
4.3
22. Is upbeat and positive when talking

about what could be accomplished
27. Speaks with passion about the

higher purpose and meaning of
what is being done
RESPONSE SCALE
SELF
OBSERVERS' AVERAGE
5.0
SELF
OBSERVERS' AVERAGE
4.8
1-Rarely or Seldom
2-Once in a While
3-Sometimes
4-Often
5-Very Frequently
PAGE 9

February 24, 2014
Challenge the Process Data Summary

Search for opportunities by seizing the initiative and by looking outward for innovative ways
to improve
Experiment and take risks by constantly generating small wins and learning from experience
Frequently.
SELF
3. Looks for ways to develop and
OBSERVERS' AVERAGE
O1
O2
O3
O4
4.5
4.3
4.5
3.8
3.5
4.5
challenge people's skills and

abilities
8. Looks for ways that others can

try out new ideas and methods
13. Searches for innovative ways to

improve what is being done
18. When things do not go as he or

she expected, asks, "What can
we learn from this experience?"
23. Makes sure that big projects

undertaken are broken down into
smaller and do-able parts
28. Takes initiative in

experimenting with the way
things can be done
RESPONSE SCALE
1-Rarely or Seldom
2-Once in a While
3-Sometimes
4-Often
5-Very Frequently
PAGE 10

February 24, 2014
Challenge the Process Bar Graphs

Search for opportunities by seizing the initiative and by looking outward for innovative ways
to improve
Experiment and take risks by constantly generating small wins and learning from experience
3. Looks for ways to develop and

challenge people's skills and
abilities
SELF
OBSERVERS' AVERAGE
4.5
8. Looks for ways that others can try

out new ideas and methods
SELF
OBSERVERS' AVERAGE
4.3
13. Searches for innovative ways to

improve what is being done
18. When things do not go as he or she

expected, asks, "What can we learn
from this experience?"
23. Makes sure that big projects

undertaken are broken down into
smaller and do-able parts
SELF
OBSERVERS' AVERAGE
4.5
SELF
OBSERVERS' AVERAGE
3.8
SELF
OBSERVERS' AVERAGE
3.5
28. Takes initiative in experimenting

with the way things can be done
RESPONSE SCALE
SELF
OBSERVERS' AVERAGE
4.5
1-Rarely or Seldom
2-Once in a While
3-Sometimes
4-Often
5-Very Frequently
PAGE 11

February 24, 2014
Enable Others to Act Data Summary

Foster collaboration by building trust and facilitating relationships
Strengthen others by increasing self-determination and developing competence
Frequently.
SELF
4. Fosters cooperative rather than
OBSERVERS' AVERAGE
O1
O2
O3
O4
3.8
4.5
5.0
4.5
4.3
3.8
competitive relationships among

people he or she works with
9. Actively listens to diverse

points of view
14. Treats others with dignity and

respect
19. Supports the decisions that

other people make on their own
24. Gives others a great deal of

freedom and choice in deciding
how to do their work
29. Provides opportunities for

others to take on leadership
responsibilities
RESPONSE SCALE
1-Rarely or Seldom
2-Once in a While
3-Sometimes
4-Often
5-Very Frequently
PAGE 12

February 24, 2014
Enable Others to Act Bar Graphs

Foster collaboration by building trust and facilitating relationships
Strengthen others by increasing self-determination and developing competence
4. Fosters cooperative rather than

competitive relationships among
people he or she works with
SELF
OBSERVERS' AVERAGE
3.8
9. Actively listens to diverse points of

view
SELF
OBSERVERS' AVERAGE
4.5
14. Treats others with dignity and

respect
SELF
OBSERVERS' AVERAGE
5.0
19. Supports the decisions that other

people make on their own
24. Gives others a great deal of freedom

and choice in deciding how to do
their work
SELF
OBSERVERS' AVERAGE
4.5
SELF
OBSERVERS' AVERAGE
4.3
29. Provides opportunities for others to

take on leadership responsibilities
RESPONSE SCALE
SELF
OBSERVERS' AVERAGE
3.8
1-Rarely or Seldom
2-Once in a While
3-Sometimes
4-Often
5-Very Frequently
PAGE 13

February 24, 20144
Encourage the Heart Data Summary

Recognize contributions by showing appreciation for individual excellence
Celebrate the values and victories by creating a spirit of community
Frequently.
SELF
5. Praises people for a job well
OBSERVERS' AVERAGE
O1
O2
O3
O4
4.5
4.3
3.8
4.0
3.8
3.5
done
10. Encourages others as they work

on activities and programs
15. Expresses appreciation for the

contributions that people make
20. Makes it a point to publicly

recognize people who show
commitment to shared values
25. Finds ways for people to

celebrate accomplishments
30. Makes sure that people in our

organization are creatively
recognized for their
contributions
RESPONSE SCALE
1-Rarely or Seldom
2-Once in a While
3-Sometimes
4-Often
5-Very Frequently
PAGE 14

February 24, 2014
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. Praises people for a job well done
SELF
OBSERVERS' AVERAGE
4.5
10. Encourages others as they work on

activities and programs
SELF
OBSERVERS' AVERAGE
4.3
15. Expresses appreciation for the

contributions that people make
20. Makes it a point to publicly

recognize people who show
commitment to shared values
SELF
OBSERVERS' AVERAGE
3.8
SELF
OBSERVERS' AVERAGE
4.0
25. Finds ways for people to celebrate

accomplishments
30. Makes sure that people in our

organization are creatively
recognized for their contributions
RESPONSE SCALE
SELF
OBSERVERS' AVERAGE
3.8
SELF
OBSERVERS' AVERAGE
3.5
1-Rarely or Seldom
2-Once in a While
3-Sometimes
4-Often
5-Very Frequently
PAGE 15
February 24, 2014
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 bellshaped 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
MOST FREQUENT
100
90
80
70
FREQUENT
60
50
40
LEAST FREQUENT
30
20
10
0
Self
Average of all Observers
PAGE 16

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Student Leadership

Practices Inventory 360

Individual Feedback Report

The Five Practices Data Summary

The Five Practices Bar Graphs

Leadership Behaviors Ranking

Model the Way Data Summary

Model the Way Bar Graphs

Inspire a Shared Vision Data Summary

Inspire a Shared Vision Bar Graphs

Challenge the Process Data Summary

Challenge the Process Bar Graphs

Enable Others to Act Data Summary

Enable Others to Act Bar Graphs

Encourage the Heart Data Summary

Encourage the Heart Bar Graphs

Percentile Ranking Graph

Profiile for Alea Cross

The Five Practices of Exemplary Leadership

ABOUT YOUR Student LPI 360 REPORT

STUDENT LPI 360 FEEDBACK REPORT

Profile for Alea Cross

The Five Practices Data Summary

STUDENT LPI 360 FEEDBACK REPORT

Profile for Alea Cross

The Five Practices Bar Graphs

Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

Encourage the Heart

STUDENT LPI 360 FEEDBACK REPORT

Profiile for Alea Cross

Leadership Behaviors Ranking

STUDENT LPI 360 FEEDBACK REPORT

Profiile for Alea Cross

Leadership Behaviors Ranking

14. Treats others with respect

22. Is upbeat and positive

11. Follows through on promises

26. Talks about values and principles

27. Communicates purpose and meaning

1. Sets personal example

3. Challenges skills and abilities

9. Actively listens to diverse viewpoints

12. Talks about how future could be better

13. Searches for innovative ways to improve

19. Supports decisions other people make

21. Makes sure people support common values

28. Takes initiative in experimenting

6. Aligns others with principles and standards

10. Encourages others

17. Shows others how their interests can be realized

24. Gives others freedom and choice

8. Helps others try out new ideas

2. Looks ahead and communicates future

7. Describes ideal capabilities

20. Publicly recognizes alignment with values

18. Asks "What can we learn?"