Individual Feedback Report - Leadership Challenge
Student LeadershipPractices Inventory 360BY JAMES M. KOUZES & BARRY Z. POSNERIndividual Feedback ReportPrepared for Amanda Lopez January 22, 2013Leadership 101
CONTENTSThe Five Practices of Exemplary Leadership and the Student LPI 360 Report1The Five Practices Data Summary2The Five Practices Bar Graphs3Leadership Behaviors Ranking4-5Model the Way Data Summary6Model the Way Bar Graphs7Inspire a Shared Vision Data Summary8Inspire a Shared Vision Bar Graphs9Challenge the Process Data Summary10Challenge the Process Bar Graphs11Enable Others to Act Data Summary12Enable Others to Act Bar Graphs13Encourage the Heart Data Summary14Encourage the Heart Bar Graphs15Percentile Ranking Graph16 Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.
Profile for Amanda LopezLeadership 101January 22, 2013The 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, TheLeadership Challenge, The Five Practices of Exemplary Leadership approaches leadership as a measurable, learnable, and teachableset of behaviors. After conducting hundreds of interviews and reviewing thousands of case studies about when people were at theirpersonal best as leaders, there emerged five leadership practices common to making extraordinary things happen, which havesubsequently been validated by over three million survey respondents around the globe. You can read more in depth about The FivePractices 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 howyou see yourself as a leader, how others view you, and what actions you can take to improve your use of The Five Practices. Researchcontinually documents that leadership and organizational effectiveness improve with the more frequent use of these leadershippractices.ABOUT YOUR Student LPI 360 REPORTThe Student LPI 360 measures the frequency of 30 specific leadership behaviors on a five-point scale, with six behavioral statements foreach of The Five Practices. You and the Observers you selected rated how frequently you engage in each of these important behaviorsassociated with The Five Practices. The response scale is:RESPONSE SCALE1-Rarely or Seldom2-Once in a While3-Sometimes4-Often5-Very FrequentlyIn the following report pages, you'll see your Student LPI Self responses and your Observer responses. The Average Observer rating isan average of all your Student LPI Observer responses.RATER RESPONSE RATE: You requested a total of 9 observers to rate you; of these, 6 have submitted an Observer survey as of reportdate and are included in your report results. Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 1
Profile for Amanda LopezLeadership 101January 22, 2013The Five Practices Data SummaryThis page summarizes your Student LPI 360 responses for each leadership Practice. The Self column shows the total of your ownresponses to the six behavioral statements about each leadership Practice. The Observers' Average column shows the average of all ofyour 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 orSeldom to 5-Very Frequently) for each of the six behavioral statements related to that practice.SELFOBSERVERS' AVERAGEINDIVIDUAL 41924201822Modelthe WayInspire aShared VisionChallengethe ProcessEnableOthers to ActEncouragethe Heart Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 2
Profile for Amanda LopezLeadership 101January 22, 2013The Five Practices Bar GraphsThese bar graphs, one set for each leadership Practice, provide a graphic representation of the numerical data recorded on The FivePractices Data Summary pages. By leadership Practice, it shows the total response for Self and the average for all Observers. Totalresponses can range from 6 to 30; which represents adding up the response score (ranging from 1-Rarely or Seldom to 5-VeryFrequently) for each of the six behavioral statements related to that Practice.Model the Way0SELFOBSERVERS' 152025302221.3Inspire a Shared Vision0SELFOBSERVERS' AVERAGE52122.3Challenge the Process0SELFOBSERVERS' AVERAGE52222.0Enable Others to Act0SELFOBSERVERS' AVERAGE52824.3Encourage the Heart0SELFOBSERVERS' AVERAGE52621.2 Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 3
Profile for Amanda LopezLeadership 101January 22, 2013Leadership Behaviors RankingThe following page shows the ranking, from most frequent to least frequent, of all 30 leadership behaviors based on the average ofyour Observers' responses. Horizontal lines separate the 10 most and the 10 least frequent behaviors from the middle 10. The responsescale runs from 1-Rarely or Seldom to 5-Very Frequently. This information may be useful to you in deciding which Practices to focus onfor improvement.RESPONSE SCALE1-Rarely or Seldom2-Once in a While3-Sometimes4-Often5-Very Frequently Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 4
Profile for Amanda LopezLeadership 101January 22, 2013Leadership Behaviors RankingThis page shows the ranking from most frequent (top) to least frequent (bottom) of all 30 leadership behaviors based on the averageObservers' score. An asterisk (*) indicates that the difference between Observers' and Self rating is greater than 1.5.MOST FREQUENTLEADERSHIPPRACTICEOBSERVERS'SELF AVERAGE14. Treats others with respectEnable54.811. Follows through on promisesModel54.74. Fosters cooperative relationshipsEnable54.51. Sets personal exampleModel44.5Inspire34.55. Praises peopleEncourage54.39. Actively listensEnable54.32. Looks ahead and communicates futureInspire44.215. Provides support and appreciationEncourage44.223. Makes certain that goals, plans, and milestones are setChallenge44.219. Supports decisions other people makeEnable44.03. Develops skills and abilitiesChallenge34.06. Aligns others with principles and standardsModel33.810. Encourages othersEncourage53.724. Gives people choice about how to do their workEnable53.712. Talks about vision of the futureInspire43.728. Takes initiative in experimentingChallenge43.713. Searches outside organization for innovative ways to improveChallenge33.7Inspire43.518. Asks "What can we learn?"Challenge43.520. Publicly recognizes alignment with valuesEncourage43.327. Communicates purpose and meaningInspire43.317. Shows others how their interests can be realizedInspire23.2Challenge43.029. Provides leadership opportunitiesEnable43.021. Builds consensus on valuesModel33.030. Creatively recognizes peopleEncourage52.8 *26. Talks about values and principlesModel42.825. Celebrates accomplishmentsEncourage32.816. Gets feedback about actionsModel32.522. Paints "big picture" of group aspirations7. Describes ideal capabilities8. Helps others take risksLEAST FREQUENT Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 5
Profile for Amanda LopezLeadership 101January 22, 2013Model the Way Data Summary Clarify values by finding your voice and affirming shared values Set the example by aligning actions with shared valuesThis page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responsesyou gave yourself for each behavior. The Observers Average column shows the averages of the Observers responses. The IndividualObservers columns show each Observer s response for each behavioral statement. Responses range from 1-Rarely or Seldom to 5-VeryFrequently.SELF1. Sets a personal example of whatOBSERVERS' AVERAGEINDIVIDUAL 532.523323233.033242442.8253412he or she expects from otherpeople6. Spends time and energy makingsure that people in ourorganization adhere to theprinciples and standards wehave agreed on11. Follows through on the promisesand commitments he or she makesin this organization16. Finds ways to get feedbackabout how his or her actionsaffect other people'sperformance21. Builds concensus on anagreed-on set of values for ourorganization26. Talks about the values andprinciples that guide his orher actionsRESPONSE SCALE1-Rarely or Seldom2-Once in a While3-Sometimes4-Often5-Very Frequently Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 6
Profile for Amanda LopezLeadership 101January 22, 2013Model the Way Bar Graphs Clarify values by finding your voice and affirming shared values Set the example by aligning actions with shared valuesThe set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and yourObservers' average responses for that behavior. Responses range from 1-Rarely or Seldom to 5-Very Frequently.1. Sets a personal example of what heor she expects from other people6. Spends time and energy makingsure that people in our organizationadhere to the principles andstandards we have agreed on11. Follows through on the promisesand commitments he or she makesin this organization16. Finds ways to get feedback abouthow his or her actions affect otherpeople's performanceSELF4OBSERVERS' AVERAGE4.5SELF3OBSERVERS' AVERAGE3.8SELF5OBSERVERS' AVERAGE4.7SELF3OBSERVERS' AVERAGE2.521. Builds concensus on an agreed-onset of values for our organization26. Talks about the values andprinciples that guide his or heractionsRESPONSE SCALESELF3OBSERVERS' AVERAGE3.0SELF4OBSERVERS' AVERAGE2.81-Rarely or Seldom0123450123450123450123450123450123452-Once in a While3-Sometimes4-Often5-Very Frequently Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 7
Profile for Amanda LopezLeadership 101January 22, 2013Inspire a Shared Vision Data Summary Envision the future by imagining exciting and ennobling possibilities Enlist others in a common vision by appealing to shared aspirationsThis page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responsesyou gave yourself for each behavior. The Observers Average column shows the averages of the Observers responses. The IndividualObservers columns show each Observer s response for each behavioral statement. Responses range from 1-Rarely or Seldom to 5-VeryFrequently.SELF2. Looks ahead and communicatesOBSERVERS' AVERAGEINDIVIDUAL 323.232443334.555454443.3254423about what he or she believeswill affect us in the future7. Describes to others in ourorganization what we should becapable of accomplishing12. Talks with others about sharinga vision of how much better theorganization could be in thefuture17. Talks with others about howtheir interests can be met byworking toward a common goal22. Is upbeat and positive whentalking about what ourorganization aspires toaccomplish27. Speaks with conviction aboutthe higher purpose and meaningof what we are doingRESPONSE SCALE1-Rarely or Seldom2-Once in a While3-Sometimes4-Often5-Very Frequently Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 8
Profile for Amanda LopezLeadership 101January 22, 2013Inspire a Shared Vision Bar Graphs Envision the future by imagining exciting and ennobling possibilities Enlist others in a common vision by appealing to shared aspirationsThe set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and yourObservers' average responses for that behavior. Responses range from 1-Rarely or Seldom to 5-Very Frequently.2. Looks ahead and communicatesabout what he or she believes willaffect us in the future7. Describes to others in ourorganization what we should becapable of accomplishing12. Talks with others about sharing avision of how much better theorganization could be in the future17. Talks with others about how theirinterests can be met by workingtoward a common goal22. Is upbeat and positive when talkingabout what our organization aspiresto accomplish27. Speaks with conviction about thehigher purpose and meaning ofwhat we are doingRESPONSE SCALESELF4OBSERVERS' AVERAGE4.2SELF4OBSERVERS' AVERAGE3.5SELF4OBSERVERS' AVERAGE3.7SELF2OBSERVERS' AVERAGE3.2SELF3OBSERVERS' AVERAGE4.5SELF4OBSERVERS' AVERAGE3.31-Rarely or Seldom0123450123450123450123450123450123452-Once in a While3-Sometimes4-Often5-Very Frequently Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 9
Profile for Amanda LopezLeadership 101January 22, 2013Challenge the Process Data Summary Search for opportunities by seizing the initiative and by looking outward for innovative waysto improve Experiment and take risks by constantly generating small wins and learning from experienceThis page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responsesyou gave yourself for each behavior. The Observers Average column shows the averages of the Observers responses. The IndividualObservers columns show each Observer s response for each behavioral statement. Responses range from 1-Rarely or Seldom to 5-VeryFrequently.SELF3. Looks around for ways toOBSERVERS' AVERAGEINDIVIDUAL 443.544434244.245544343.7353524develop and challenge his orher skills and abilities8. Looks for ways that others cantry out new ideas and methods13. Keeps current on events andactivities that might affectour organization18. When things do not go as weexpected, asks, "What can welearn from this experience?"23. Makes sure that we set goalsand make specific plans for theprojects we undertake28. Takes initiative inexperimenting with the way wecan do things in ourorganizationRESPONSE SCALE1-Rarely or Seldom2-Once in a While3-Sometimes4-Often5-Very Frequently Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 10
Profile for Amanda LopezLeadership 101January 22, 2013Challenge the Process Bar Graphs Search for opportunities by seizing the initiative and by looking outward for innovative waysto improve Experiment and take risks by constantly generating small wins and learning from experienceThe set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and yourObservers' average responses for that behavior. Responses range from 1-Rarely or Seldom to 5-Very Frequently.3. Looks around for ways to developand challenge his or her skills andabilitiesSELF3OBSERVERS' AVERAGE4.08. Looks for ways that others can tryout new ideas and methods13. Keeps current on events andactivities that might affect ourorganization18. When things do not go as weexpected, asks, "What can we learnfrom this experience?"23. Makes sure that we set goals andmake specific plans for the projectswe undertake28. Takes initiative in experimentingwith the way we can do things in ourorganizationRESPONSE SCALESELF4OBSERVERS' AVERAGE3.0SELF3OBSERVERS' AVERAGE3.7SELF4OBSERVERS' AVERAGE3.5SELF4OBSERVERS' AVERAGE4.2SELF4OBSERVERS' AVERAGE3.71-Rarely or Seldom0123450123450123450123450123450123452-Once in a While3-Sometimes4-Often5-Very Frequently Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 11
Profile for Amanda LopezLeadership 101January 22, 2013Enable Others to Act Data Summary Foster collaboration by building trust and facilitating relationships Strengthen others by increasing self-determination and developing competenceThis page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responsesyou gave yourself for each behavior. The Observers Average column shows the averages of the Observers responses. The IndividualObservers columns show each Observer s response for each behavioral statement. Responses range from 1-Rarely or Seldom to 5-VeryFrequently.SELF4. Fosters cooperative rather thanOBSERVERS' AVERAGEINDIVIDUAL 544.045543353.754443243.0333324competitive relationships amongpeople he or she works with9. Actively listens to diversepoints of view14. Treats others with dignity andrespect19. Supports the decisions thatother people in ourorganization make on their own24. Gives others a great deal offreedom and choice in decidinghow to do their work29. Provides opportunities forothers to take on leadershipresponsibilitiesRESPONSE SCALE1-Rarely or Seldom2-Once in a While3-Sometimes4-Often5-Very Frequently Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 12
Profile for Amanda LopezLeadership 101January 22, 2013Enable Others to Act Bar Graphs Foster collaboration by building trust and facilitating relationships Strengthen others by increasing self-determination and developing competenceThe set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and yourObservers' average responses for that behavior. Responses range from 1-Rarely or Seldom to 5-Very Frequently.4. Fosters cooperative rather thancompetitive relationships amongpeople he or she works withSELF5OBSERVERS' AVERAGE4.59. Actively listens to diverse points ofviewSELF5OBSERVERS' AVERAGE4.314. Treats others with dignity andrespect19. Supports the decisions that otherpeople in our organization make ontheir own24. Gives others a great deal of freedomand choice in deciding how to dotheir workSELF5OBSERVERS' AVERAGE4.8SELF4OBSERVERS' AVERAGE4.0SELF5OBSERVERS' AVERAGE3.729. Provides opportunities for others totake on leadership responsibilitiesRESPONSE SCALESELF4OBSERVERS' AVERAGE3.01-Rarely or Seldom0123450123450123450123450123450123452-Once in a While3-Sometimes4-Often5-Very Frequently Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 13
Profile for Amanda LopezLeadership 101January 22, 2013Encourage the Heart Data Summary Recognize contributions by showing appreciation for individual excellence Celebrate the values and victories by creating a spirit of communityThis page shows the responses for each of the six leadership behaviors related to this Practice. The Self column shows the responsesyou gave yourself for each behavior. The Observers Average column shows the averages of the Observers responses. The IndividualObservers columns show each Observer s response for each behavioral statement. Responses range from 1-Rarely or Seldom to 5-VeryFrequently.SELF5. Praises people for a job wellOBSERVERS' AVERAGEINDIVIDUAL 343.334541332.842333252.8414314done10. Encourages others as they workon activities and programs inour organization15. Gives people in ourorganization support andexpresses appreciation fortheir contributions20. Makes it a point to publiclyrecognize people who showcommitment to our values25. Finds ways for us to celebrateaccomplishments30. Makes sure that people in ourorganization are creativelyrecognized for theircontributionsRESPONSE SCALE1-Rarely or Seldom2-Once in a While3-Sometimes4-Often5-Very Frequently Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 14
Profile for Amanda LopezLeadership 101January 22, 2013Encourage the Heart Bar Graphs Recognize contributions by showing appreciation for individual excellence Celebrate the values and victories by creating a spirit of communityThe set of bar graphs for each of the six leadership behaviors related to this Practice provides a graphic representation of your and yourObservers' average responses for that behavior. Responses range from 1-Rarely or Seldom to 5-Very Frequently.5. Praises people for a job well done10. Encourages others as they work onactivities and programs in ourorganization15. Gives people in our organizationsupport and expresses appreciationfor their contributions20. Makes it a point to publiclyrecognize people who showcommitment to our valuesSELF5OBSERVERS' AVERAGE4.3SELF5OBSERVERS' AVERAGE3.7SELF4OBSERVERS' AVERAGE4.2SELF4OBSERVERS' AVERAGE3.325. Finds ways for us to celebrateaccomplishments30. Makes sure that people in ourorganization are creativelyrecognized for their contributionsRESPONSE SCALESELF3OBSERVERS' AVERAGE2.8SELF5OBSERVERS' AVERAGE2.81-Rarely or Seldom0123450123450123450123450123450123452-Once in a While3-Sometimes4-Often5-Very Frequently Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 15
Profile for Amanda LopezLeadership 101January 22, 2013Percentile RankingThe more than 110,000 students who make up the Student LPI 360 database include a mix of young men and women, ranging in agefrom their early teens through late twenties, involved in all types of student organizations, and from all over the globe. This pagecompares 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 verticalaxis, gives you an approximation for how frequently you engage in this leadership Practice in relationship to other students who havecompleted the Student LPI 360. For example, if your score for Model the Way is at the 55th percentile, this means that 45 percent of thestudents who have completed the Student LPI 360 have rated themselves as responding more frequently than you have on thisPractice; or, alternatively, that 55 percent of the students who have completed the Student LPI 360 have rated themselves asresponding at or below this level of frequency in this leadership Practice. Similarly if the score from your Observers is at the 35thpercentile, this means that your use of this leadership Practice is viewed by Observers at the same level of frequency as 35 percent of allrespondents, or below the level of frequency of 65 percent of those Observers who have completed the Student LPI 360.MODELTHE WAYINSPIREA SHARED VISIONCHALLENGETHE PROCESSENABLEOTHERS TO ACTENCOURAGETHE HEARTMOST FREQUENT100908070FREQUENT605040LEAST FREQUENT3020100SelfAverage of all Observers Copyright 2013 by James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass. All rights reserved. www.studentleadershipchallenge.com.STUDENT LPI 360 FEEDBACK REPORTPAGE 16
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
Leadership, Servant Leadership, Situational Leadership, Authoritarian Leadership, and Moral Leadership. Although each of these styles had some very positive characteristics, it was found that Spiritual Leadership allowed for various leadership approaches to be applied as needed and these approaches were designed
The Irresistible Business Challenge · 5 here's a peek aT The 5 Challenges ThaT you're going To CoMpleTe: Challenge 1: Make your business hot trendy. Challenge 2: Tell page-turning business stories. Challenge 3: Craft a crazy-impressive bio. Challenge 4: Write must-read headlines. Challenge 5: Create your Fame Page. By the end of The Irresistible Business Challenge, you might not be dodging
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1. Ask for Feedback – on an ongoing basis. Feedback is so important that we have to ask for it if it does not occur naturally. Sometimes we do get feedback, but it is restricted to one aspect of our behavior, and we may have to ask for additional feedback. To ensure that we get feedback the way we’d most easily hear it, we can direct the giver
(1) leadership in self-managing teams and shared leadership, informed by functional behavioral leadership theory, and (2) the emerging literature on leadership in virtual teams. These views of leadership depart from much of “traditional” leadership theory (e.g., trait theory, contingency and situational leadership theories, social exchange
360 Feedback for: Report Preview Junior Manager 360 Degree Feedback Report Created For : Report Preview Reference Leadership C1. Within the area of Leadership what is this persons most apparent strength. Peer Could do better at managing their time Manager Excellent, a really good employee Stakeholder This person shows willing and aptitude Customer
now in its 6th edition. 2 As John C. Maxwell’s foreword to Christian Reflections on the Leadership Challenge states: a Though originally aimed at a general leadership market, the message of The Leadership Challenge could have been lifted from the pages of scripture. The collection of successful Christian leaders who authored
American Revolution in 1788, when he and his contemporaries were still riding the wave of patriotism emanating from their fresh victory over the British Empire. These histories, marked by American prominence on a global scale, were written into the early 20th century as American patriotism was reinforced by further victory in the War of 1812 and by western expansion. By the latter point, they .
