The Student Leadership Challenge

1. Leadership is a learnable set of practices, not an innate trait

Leadership is not the private reserve of a few charismatic young people. It is not a gene or an inheritance.

Leadership is universal. The Student Leadership Challenge disputes the myth that leadership is reserved for a select few or based on position, title, or genetics. Instead, it posits that leadership is an identifiable set of skills and abilities available to everyone. This democratization of leadership empowers students to see themselves as potential leaders, regardless of their current roles or backgrounds.

Deliberate practice is key. Like any skill, leadership can be strengthened and enhanced through practice, feedback, role modeling, and coaching. The book emphasizes that given the motivation and desire, anyone can improve their leadership abilities. This approach encourages students to actively seek out leadership opportunities and to view challenges as chances to develop their skills.

• Core philosophy elements:
  • Leadership is everyone's business
  • Leadership is learned
  • Leadership is a relationship
  • Leadership development is self-development
  • Leadership is an ongoing process

2. Model the Way: Clarify values and set the example

Titles may be granted, but leadership is earned.

Values are the foundation. Model the Way begins with the internal work of discovering personal values and beliefs. Leaders must find their voice and express their leadership philosophy authentically. This practice emphasizes the importance of self-reflection and clarity in one's principles as a starting point for leadership.

Consistency builds credibility. Leaders must align their actions with their stated values to establish and maintain credibility. This consistency between words and actions is crucial for engaging others and building trust. The concept of "DWYSYWD" (Do What You Say You Will Do) is introduced as the cornerstone of credibility.

• Key behaviors:
  • Clarify values by finding your voice
  • Set the example by aligning actions with shared values
  • Talk about values and principles that guide actions
  • Follow through on promises and commitments
  • Seek feedback on how actions affect others' performance

3. Inspire a Shared Vision: Envision the future and enlist others

Leadership is the art of mobilizing others to want to struggle for shared aspirations.

Vision starts with passion. Leaders must develop a clear, compelling vision of the future that reflects their fundamental beliefs and assumptions. This vision should be exciting and ennobling, focused on how things could be better for everyone, not just the leader.

Enlist others through shared aspirations. Effective leaders communicate their vision in ways that appeal to shared hopes and dreams. They use vivid language, metaphors, and stories to bring their vision to life and help others see themselves in that future.

• Strategies for inspiring a shared vision:
  • Look ahead and communicate about future impacts
  • Be upbeat and positive when discussing potential accomplishments
  • Speak passionately about the higher purpose and meaning of the work
  • Show others how their interests can be realized through common goals
  • Describe the organization's ideal capabilities

4. Challenge the Process: Search for opportunities and experiment

Leaders are pioneers—they are willing to step out into the unknown.

Embrace change and innovation. Challenge the Process is about leaders being catalysts for change. They actively seek out opportunities to innovate, grow, and improve. This practice encourages students to question the status quo and look for new approaches to problems.

Learn from experience. Leaders understand that risk-taking involves mistakes and failures. They accept these as learning opportunities and encourage others to do the same. The practice emphasizes the importance of generating small wins and learning from both successes and setbacks.

• Key behaviors:
  • Look for ways to develop and challenge skills and abilities
  • Search for innovative ways to improve
  • Take initiative in experimenting with new approaches
  • Break projects into smaller, doable portions
  • Ask "What can we learn?" when things don't go as expected

5. Enable Others to Act: Foster collaboration and strengthen others

Leaders know they can't do it alone.

Build trust and relationships. Enable Others to Act focuses on creating an atmosphere of mutual respect and trust. Leaders foster collaboration by building strong relationships and facilitating connections among team members. This practice emphasizes the importance of creating a sense of interdependence and shared responsibility.

Empower and develop others. Leaders strengthen others by enhancing their self-determination and developing their competence. This involves providing choices, supporting decisions, and creating opportunities for growth and learning. The goal is to turn followers into leaders themselves.

• Strategies for enabling others:
  • Treat others with dignity and respect
  • Actively listen to diverse points of view
  • Provide leadership opportunities for others
  • Give people freedom and choice in how they do their work
  • Foster cooperative rather than competitive relationships
  • Support decisions that others make on their own

6. Encourage the Heart: Recognize contributions and celebrate victories

Leaders recognize contributions by showing appreciation for individual excellence.

Personalize recognition. Encourage the Heart involves leaders showing appreciation for people's contributions in ways that are meaningful to the individual. This practice emphasizes the importance of knowing team members well enough to understand what forms of recognition will be most impactful for each person.

Create a spirit of community. Leaders celebrate values and victories by creating a sense of community. Public celebrations reinforce shared values, create a sense of collective identity, and sustain team spirit. These celebrations should be genuine and based on real accomplishments that align with the group's values and goals.

• Key behaviors:
  • Encourage others as they work on activities and programs
  • Express appreciation for people's contributions
  • Creatively recognize people for their contributions
  • Praise people for a job well done
  • Publicly recognize people who exemplify commitment to shared values
  • Find ways to celebrate accomplishments as a group

7. Student Leadership Practices Inventory (Student LPI) as a developmental tool

The Student LPI has excellent "So what?" validity, as shown by studies of the relationship between LPI scores and such variables as group cohesion and spirit, commitment, loyalty and pride, satisfaction, and motivation.

Evidence-based assessment. The Student LPI is a comprehensive leadership development tool designed to help young people measure their leadership behaviors and take action to improve their effectiveness. It is grounded in extensive research and provides a 360-degree look at how frequently a student engages in The Five Practices of Exemplary Leadership.

Actionable feedback. The Student LPI provides students with specific feedback on their leadership behaviors, allowing them to identify areas for improvement and track their progress over time. This tool helps students move from abstract understanding of leadership concepts to concrete actions they can take to develop their skills.

• Uses of the Student LPI:
  • Self-assessment and observer feedback
  • Identifying strengths and areas for improvement
  • Setting specific leadership development goals
  • Measuring progress over time
  • Facilitating discussions about leadership behaviors

8. Personal Leadership Journal for ongoing reflection and growth

Your leadership development begins when you answer the call to accept personal responsibility to develop the leader within you. But it doesn't end there.

Continuous learning tool. The Personal Leadership Journal is designed to support students' ongoing leadership development beyond formal workshops or classes. It provides a structured approach for students to reflect on their experiences, set goals, and track their progress in developing leadership skills.

Action-oriented approach. The journal encourages students to take specific actions to practice leadership behaviors, reflect on the results, and plan next steps. This iterative process of action, reflection, and planning helps students internalize leadership concepts and make them a part of their daily lives.

• Journal components:
  • Take Action: Commit to specific, measurable leadership actions
  • Look Within: Reflect on lessons learned from taking action
  • Ongoing Learning: Plan next steps based on experiences
  • Sections for each of The Five Practices of Exemplary Leadership
  • Space for refining personal leadership philosophy

Last updated: May 1, 2025