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Week 2 discussion

To prepare for this Assignment:

Review this week’s Reading Resources, “See attachments”
3- 4 paragraphs
No plagiarism
APA citing
24 hours due date

To prepare for this Assignment:

· Review this week’s Reading Resources, : “See attachments”

· Your results from Practice 1 and Practice 2 from the LPI Self: Leadership Practices Inventory assignment completed in Week 1.

· Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. Hoboken, NJ: Wiley & Sons.

·
PRACTICE 1: MODEL THE WAY

· Chapter 3, “Clarify Values” (pp. 47–70)

· Chapter 4, “Set the Example” (pp. 71–92)

·
PRACTICE 2: INSPIRE A SHARED VISION

· Chapter 5, “Envision the Future” (pp. 95–116)

· Chapter 6, “Enlist Others” (pp. 117–142)

Assignment instructions:

*
Cohesive response
based on your analysis of the Reading Resources and your professional experience.
Be sure to discuss the following:

· What is your perspective on “Model the Way” and “Inspire a Shared Vision”?

· Summarize your results for Practice 1 and Practice 2 from the LPI Self: Leadership Practices Inventory.

· Reflect on your results from Practice 1 and Practice 2 from the LPI Self: Leadership Practices Inventory.

· Reflect on how your results align with the topics discussed within the Learning Resources.

· What are the characteristics of a transformational leader?

· How have the characteristics of a transformational leader influenced your decisions or actions in finding your inner leader?

· Based upon what you discovered from the Reading Resources or from your own experience, identify your strengths and weaknesses as a transformational leader.

· Typically be 3 or 4 paragraphs in length.

· No plagiarism

· APA citing

Be sure to support your ideas
by connecting them to the week’s Reading Resources, as well as other credible resources you have read, or what you have observed and experienced.

Reading Material/Chapter 3 Clarify Values

Reading Material/Chapter 4 Set the Example

Reading Material/Chapter 5 Envision the Future

Reading Material/Chapter 6 Enlist Others

Reading Material/Inspire Teams With Why

Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

Inspire Teams With Why
Knight-Wallace, Carol
The Journal for Quality and Participation; Oct 2014; 37, 3; ProQuest Central
pg. 39

Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

Reading Material/Leadership Practices Inventory

Student Leadership
Practices Inventory® 360
BY JAMES M. KOUZES & BARRY Z. POSNER

Individual Feedback Report
Prepared for Tylecia Westbrook | March 14, 2021

Spring 2021 – B

CONTENTS

The Five Practices of Exemplary Leadership®
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

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 1

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 0 observers to rate you; of these, 0 have submitted an Observer survey as
of report date and are included in your report results.

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 2

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 INDIVIDUAL OBSERVERS

Model
the Way

Inspire a
Shared Vision

Challenge
the Process

Enable
Others to Act

Encourage
the Heart

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 3

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

Inspire a Shared Vision
0 5 10 15 20 25 30

SELF 19

Challenge the Process
0 5 10 15 20 25 30

SELF 19

Enable Others to Act
0 5 10 15 20 25 30

SELF 21

Encourage the Heart
0 5 10 15 20 25 30

SELF 27

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 4

Leadership Behaviors Ranking
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

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 5

Leadership Behaviors Ranking
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

5. Praises people Encourage 5

14. Treats others with respect Enable 5

15. Expresses appreciation for people’s contributions Encourage 5

20. Publicly recognizes alignment with values Encourage 5

1. Sets personal example Model 4

4. Fosters cooperative relationships Enable 4

6. Aligns others with principles and standards Model 4

9. Actively listens to diverse viewpoints Enable 4

10. Encourages others Encourage 4

11. Follows through on promises Model 4

12. Talks about how future could be better Inspire 4

13. Searches for innovative ways to improve Challenge 4

16. Seeks feedback about impact of actions Model 4

21. Makes sure people support common values Model 4

22. Is upbeat and positive Inspire 4

23. Breaks projects into smaller do-able portions Challenge 4

24. Gives others freedom and choice Enable 4

25. Celebrates accomplishments Encourage 4

30. Creatively recognizes people’s contributions Encourage 4

2. Looks ahead and communicates future Inspire 3

3. Challenges skills and abilities Challenge 3

7. Describes ideal capabilities Inspire 3

8. Helps others try out new ideas Challenge 3

18. Asks “What can we learn?” Challenge 3

26. Talks about values and principles Model 3

27. Communicates purpose and meaning Inspire 3

29. Provides leadership opportunities for others Enable 3

17. Shows others how their interests can be realized Inspire 2

28. Takes initiative in experimenting Challenge 2

19. Supports decisions other people make Enable 1

LEAST FREQUENT

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 6

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 INDIVIDUAL OBSERVERS

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

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

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 7

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

0 1 2 3 4 5

SELF 4

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 4

11. Follows through on the promises
and commitments he or she makes

0 1 2 3 4 5

SELF 4

16. Seeks to understand how his or her
actions affect other people’s
performance

0 1 2 3 4 5

SELF 4

21. Makes sure that people support the
values that have been agreed upon

0 1 2 3 4 5

SELF 4

26. Talks about his or her values and
the principles that guide his or her
actions

0 1 2 3 4 5

SELF 3

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

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 8

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

SELF INDIVIDUAL OBSERVERS

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

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

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 9

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

0 1 2 3 4 5

SELF 3

7. Describes to others in the
organization what we should be
capable of accomplishing

0 1 2 3 4 5

SELF 3

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

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 2

22. Is upbeat and positive when talking
about what could be accomplished

0 1 2 3 4 5

SELF 4

27. Speaks with passion about the
higher purpose and meaning of
what is being done

0 1 2 3 4 5

SELF 3

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

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 10

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

SELF INDIVIDUAL OBSERVERS

3. Looks for ways to develop and
challenge his/her 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

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 11

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 his/her skills and abilities

0 1 2 3 4 5

SELF 3

8. Looks for ways that others can try
out new ideas and methods

0 1 2 3 4 5

SELF 3

13. Searches for innovative ways to
improve what is being done

0 1 2 3 4 5

SELF 4

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

23. Makes sure that big projects
undertaken are broken down into
smaller and do-able parts

0 1 2 3 4 5

SELF 4

28. Takes initiative in experimenting
with the way things can be done

0 1 2 3 4 5

SELF 2

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

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 12

Enable Others to Act Data Summary
Foster collaboration by building trust and facilitating relationships
Strengthen others by increasing self-determination and developing competence

SELF INDIVIDUAL OBSERVERS

4. Fosters cooperative rather than
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

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 13

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

0 1 2 3 4 5

SELF 4

9. Actively listens to diverse points of
view

0 1 2 3 4 5

SELF 4

14. Treats others with dignity and
respect

0 1 2 3 4 5

SELF 5

19. Supports the decisions that other
people make on their own

0 1 2 3 4 5

SELF 1

24. Gives others a great deal of freedom
and choice in deciding how to do
their work

0 1 2 3 4 5

SELF 4

29. Provides opportunities for others to
take on leadership responsibilities

0 1 2 3 4 5

SELF 3

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

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 14

Encourage the Heart Data Summary
Recognize contributions by showing appreciation for individual excellence
Celebrate the values and victories by creating a spirit of community

SELF INDIVIDUAL OBSERVERS

5. Praises people for a job well
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

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 15

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
0 1 2 3 4 5

SELF 5

10. Encourages others as they work on
activities and programs

0 1 2 3 4 5

SELF 4

15. Expresses appreciation for the
contributions that people make

0 1 2 3 4 5

SELF 5

20. Makes it a point to publicly
recognize people who show
commitment to shared values

0 1 2 3 4 5

SELF 5

25. Finds ways for people to celebrate
accomplishments

0 1 2 3 4 5

SELF 4

30. Makes sure that people in our
organization are creatively
recognized for their contributions

0 1 2 3 4 5

SELF 4

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

Profile for Tylecia Westbrook
Spring 2021 – B
March 14, 2021

STUDENT LPI 360 FEEDBACK REPORT PAGE 16

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

100

Self Average of all Observers

Cover
Table of Contents
The Five Practices of Exemplary Leadership®
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

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