Beruflich Dokumente
Kultur Dokumente
Executive Summary
IMPETUS FOR THE STUDY
Ten years ago, Dean Herma Hill Kay appointed a committee to consider the definition of merit
as it was operationalized in Boalt Halls admission decision-making. The committee, chaired by
Professor Malcolm Feeley, quickly became dismayed by the narrow focus of admission criteria
and the degree of emphasis on standardized test scores. The committee was aware that other
graduate and professional schools relied less on test scores than law schools do, and that some
graduate as well as undergraduate schools were trying to develop or experiment with different
types of admissions indicators. To admit primarily on the basis of LSAT test scores and grades
to a professional field that has great importance to our society, seemed short-sighted.
Lawyering requires a variety of talents and skills beyond those represented in these important,
but limited, measures. Over subsequent years, the emphasis on the LSAT plus grades has
actually grown with the advent of such highly publicized rankings as the U.S. News and World
Report for whom entering class median LSAT scores are a key factor. These trends were
playing out against a desire on the part of law schools to train a diverse population of legal
practitioners, a goal that overemphasis on purely cognitive measures suppressed. The
committee was aware from the Wightman research (1997) that reliance on the LSAT alone
would result in near-exclusion of minorities from many law schools. This project, then, began as
a search for some answers to this dilemma which was getting more worrisome each year.
The thought was always to retain the important information in the LSAT scores and
undergraduate GPA, because they are very strong predictors of law school grades, particularly
first year grades, and this is not inconsequential. Law schools will always seek academically
talented students. But, might law schools additionally seek to predict professional effectiveness
and to assess those qualities among their applicants as well? This project sought methods that,
combined with the LSAT and Index Score, would enable law schools to select better prospective
lawyers based on both academic and professional capacities, thus improving the professions
performance in society and the justice system. Research suggested that, while doing so, it
could legitimately offer admission to classes that included larger numbers of under-represented
racial and ethnic groups. At this point, the committee gave major responsibility for research on
these questions to the two of us who became the Principal Investigators: Marjorie Shultz,
Professor of Law and Sheldon Zedeck, Professor of Psychology at Berkeley.
After securing research funding from the Law School Admission Council, the first task faced by
us as PIs was to determine what lawyers considered to be the factors important to effective
lawyering. Next, we had to figure out how to measure performance based on these added
dimensions of professional merit, and then develop instruments that could be used to evaluate
an attorneys performance on these separate effectiveness factors. Finally, the research team
needed to select or create test instruments that might measure characteristics that are
demonstrated to predict the effectiveness factors prior to law school admission, to be used
along with the LSAT and Index Score.
To complete this ambitious undertaking responsibly, we sought the assistance of a National
Advisory Board made up of lawyers, experts in social science research, and members of the
legal education community. We also invited an advisory group of professionals in the field of
employment testing and research to help identify methods of testing and predicting job
performance. This group also affirmed that the methods which they used or knew about yield
few differences in performance based on race, gender, and ethnicity.
3
Electronic copy available at: http://ssrn.com/abstract=1353554
RESEARCH METHODOLOGY
Phase I. To predict effective lawyering, we first had to determine what it is. We did this
empirically, conducting hundreds of individual and group interviews with lawyer-alumni, law
faculty, law students, judges, and some clients. Through defining, redefining and consensusbuilding discussions, we identified 26 factors of lawyer effectiveness. Next, working with
multiple focus groups of alumni and researchers, we developed specific behavioral examples
(more than 700 examples) to represent different levels of effectiveness, of more and less
effective behaviors for each of the 26 factors. More than 2000 Berkeley alumni then evaluated
the examples on a 1 - 5 scale for their level of effectiveness. Statistics that were based on the
average level of effectiveness and the variability in the responses for the given behavioral
example were used to develop a rating scale of performance effectiveness for each of the 26
factors; behavioral examples for which ratings showed high agreement were placed onto scales
for each of the 26 factors to compile a job performance appraisal instrument. A list of these
factors is found on pages 26-27 of the full report.
Phase II. Next, we sought to locate tests that we thought could predict actual performance on
our lawyering factors. After reviewing many off-the-shelf tests and with the advice of test and
performance experts, we selected five existing tests and wrote or adapted three other tailor
made tests. The off-the-shelf tests were 1)The Hogan Personality Inventory (HPI) that
measures seven constructs of normal personality, 2) the Hogan Development Survey (HDS)
that assesses 11 traits that can disrupt adjustment and relationships in a work environment, 3)
the Motives, Values, Preferences Inventory (MVPI) that reflects a persons likely fit with an
organization, 4) Optimism (OPT) that assesses personal expectations, and 5) the Self
Monitoring Scale (SMS) that measures monitoring of self-expression.
Of the tailor-made tests, one assessed ability to recognize briefly-expressed facial emotions.
Another asked subjects to judge what they would do in particular challenging situations related
to the 26 factors (Situational Judgment Test; SJT). The third structured and solicited
biographical information we believed would relate to performance factors (Biographical
Information Inventory; BIO).
Phase III. We invited 15,750 people via email and regular mail to participate in the research:
657 then-enrolled Berkeley students and all Hastings and Berkeley alumni who graduated
between 1973 and 2006 (for whom the schools had contact information). We administered the
new predictor tests online, using passwords sent with invitations. Although we wanted to
assess a number of new tests, we were also conscious of limits on time participants could
provide. To balance these competing needs, we created various forms so each participant took
only some portions of the test battery; the estimated time to take the test was two hours.
Those consenting to participate provided their gender, age, ethnicity, law school and information
about their work. With the permission of participants, we obtained LSAT and law school
performance data either from the LSAC or from the law schools for additional analysis. Our
sample was composed of 1148 participants, mainly Berkeley graduates (64.3%), female
(56.8%), and Caucasian (68.5%). The largest number practiced in large firms (16.6%) or
government (13.7%). All areas of specialization were represented with the largest being
litigation/advocacy (39.1%).
In scoring the tests participants took, we used established scores for off-the-shelf tests, and
constructed empirical scales for the tailor-made tests. We also sought online appraisals of each
participants actual job performance, asking participants supervisors and peers as well as the
individual participant to rate the study participants performance on the 26 factors. These
evaluations were collected online using the 26 appraisal scales created earlier in the research.
An example of one of these rating scales is provided on page 41 of the full report.
RESULTS
The goal of the research project was to see if new types of admission tests (or batteries of these
tests) have the potential to predict actual lawyering performance. The results show considerable
potential to do so. The Report supplies fuller explanations as do the Tables displaying the data and
results.
Results for our sample essentially replicated the validity of the LSAT, UGPA, and Index Score
for predicting FYGPA.
The LSAT, UGPA, and Index Score were not particularly useful for predicting lawyer
performance on the large majority of the 26 Effectiveness Factors identified in our research.
In contrast, the new tests, in particular the SJT, BIO, and several of the personality constructs
predicted almost all of the effectiveness factors.
In general, race and gender subgroup performance did not substantially differ on the new
predictors.
Results showed that the new predictor tests were, for the most part, measuring characteristics
that were independent of one another.
The new predictor tests showed some degree of independence between the traits and abilities
that they, as compared to LSAT. UGPA, and Index, measured.
New predictors developed for this project correlated at a higher level with Effectiveness
Factors not predicted by the LSAT, UGPA or Index.
In multiple regression analysis, SJT, BIO, and several HPI scales predicted many dimensions
of Lawyering Effectiveness, whereas the LSAT and Index score did not.
BIO scores showed correlations in the .2s and .3s with 24 of 26 Effectiveness Factors.
SJT scores showed correlations in the .10s and low .20s with 24 of 26 Effectiveness Factors.
The OPT test correlated with 13 of the Effectiveness Factors in the .10s and .20s.
The impressive aspect of these results was not only the large number of Effectiveness Factors
predicted by the BIO and SJT tests, but also the fact that the correlations were generally
higher, though moderately so, than those between the LSAT and the small subset of the most
cognitively oriented Effectiveness Factors (ones that we would expect to overlap with the
LSAT (Analysis and Reasoning, Researching the Law, Writing).
RECOMMENDATION
This exploratory project undertook in a preliminary way to identify, develop, and validate new tests for
potential use in law school admissions. We believe the exploratory data reported here make a
compelling case for undertaking large-scale, more definitive research on the pre-admission prediction
of lawyer performance. Additional large-scale research should be undertaken/sponsored by LSAC to
further refine and validate tests of lawyer effectiveness. If the new tests prove valid on a larger scale,
admissions decisions could then include a broader array of performance factors and could introduce
appropriate, merit-based, race-neutral elements into determinations of qualification for admission to
professional education. Based on the pattern of findings across different participant subgroups and
from different rater subgroups, we recommend that future research focus especially on BIO SJT, HPI
and OPT tests
Rising numbers of law school applicants, concern over litigation and pre-occupation with school
rankings have pushed over-emphasis on the LSAT to the breaking point. Definitions of merit
and qualification have become too narrow and static; they hamper legal educations goal of
producing diverse, talented, and balanced generations of law graduates who will serve the
many mandates and constituencies of the legal profession. New predictors combined with
existing LSAT measures could extend from prediction of law school success to prediction of
professional effectiveness in law school admissions.
FINAL REPORT
Identification, Development, and Validation of Predictors for
Successful Lawyering
Marjorie M. Shultz and Sheldon Zedeck, Principal Investigators
September 2008
ACKNOWLEDGEMENTS
We gratefully acknowledge the financial support of donors without whose
generosity we could not have carried out this research: first and foremost, the Law
School Admission Council research grants program; Berkeley Law School and Dean
Chris Edley; the Gerbode Foundation; Hanson, Bridgett; Martha Faye Africa, and
Drucilla Ramey-Stender.
We also thank our loyal and long serving National Advisory Board members
(David Chambers, Phoebe Haddon, Thelton Henderson, Garner Weng, Kelly Brown,
Pilar Ossorio, Robert Nelson, Beth ONeil, Paul Sackett, and Leaetta Hough). We were
also guided by our Social Science Research Advisors including Paul Sackett, Leaetta
Hough, James Outtz, Paul Ekman, and Joyce Hogan and Hogan Assessment Systems.
We very much appreciate the cooperation of Shauna Marshall, Gina Barnett and
others at Hastings College of the Law that enabled us to include Hastings alumni in the
final phase of the study. Many Berkeley faculty and staff including in particular, Herma
Hill Kay, who as Dean initiated the committee that conceived this project, as well as
Louise Epstein, Ed Tom, Mary Kelleher-Jones, and Patricia Donnelly and their staffs all
contributed many hours to bring this project to fruition.
Our outstanding Psychology Graduate Student Researchers Eunice Chang and
Jamie Clark were central throughout the years, especially in managing the computer and
data aspects of the study. Joseph Plaster, our Administrative Assistant, played a large
and critical role in administration of multiple aspects of the research, as did Philip Ryan.
Law Research Assistants Sarah London, Chhunny Chhean, Nicole Thomas, and Bill
Kidder played important roles.
We are also grateful to the literally thousands of Berkeley students and Berkeley
and Hastings College of the Law alumni who volunteered time and energy to participate
in this project as well as the 4000 practitioners who rated their professional performance.
TABLE OF CONTENTS
I.
Introduction ................................................................................................................11
II.
1. Participants .................................................................................................36
2. Data Collection............................................................................................37
3. Predictors....................................................................................................38
a. Academic performance data..................................................................38
b. HPI, HDS, and MVPI .............................................................................38
c. OPT.......................................................................................................38
d. SMS ......................................................................................................38
e. ER.........................................................................................................38
f. SJT and BIO ..........................................................................................38
4. Performance Measures...............................................................................40
VI. Results and Discussion...............................................................................................42
A. Alumni Sample .................................................................................................43
1. Description of Sample .................................................................................43
2. Basic LSAC Predictors and Law School Measures .....................................43
3. New Test Measures Identified/Developed for the Current Research ...........44
a. BIO and SJT..........................................................................................44
b. Hogan Personality Inventory (HPI) ........................................................45
c. Hogan Development Survey (HDS) .......................................................45
d. Motives, Values, Preferences Inventory (MVPI) ....................................45
e. Other Potential Predictors Self-Monitoring Scale (SMS), Optimism
(OPT), and Emotion Recognition (ER) .......................................................45
4. Intercorrelations among New Predictors......................................................46
5. Correlation among the LSAC Measures and the New Predictors ................47
6. Ratings of Lawyer Effectiveness .................................................................47
7. Intercorrelations among the Performance Rating Sources ..........................51
8. Prediction of Lawyering Effectiveness .........................................................52
a. Misplaced precision...............................................................................86
b. Selection bias........................................................................................87
c. Professional and Academic Emphasis...................................................87
VIII. References .......................................................................................................................................... 91
LIST OF TABLES
ALUMNI SAMPLE
Table 1: Descriptives for Alumni Sample
Table 2: Breakdown of Background Info by School
Table 3: Means for School-Based Performance Measures
Table 4: Means for SJT and BIO
Table 5: Means for Hogan Personality Inventory (HPI)
Table 6: Means for Hogan Development Survey (HDS)
Table 7: Means for Motives, Values, Preferences Inventory (MVPI)
Table 8: Means for SMS, OPT, and ER
Table 9: Intercorrelations of Predictors
Table 10: Correlations of UGPA, LSAT, and Index
Table 11: Correlations of Predictors with UGPA, LSAT, and Index
Table 12: Means for Self Appraisals
Table 13: Means for Peer Appraisals
Table 14: Means for Supervisor Appraisals
Table 15: Means for Other (Peer + Supervisor) Appraisals
Table 16: Means for Average of All Appraisals
Table 17: Intercorrelations of Raters
Table 18: LSAT and GPA Correlations with Performance
Table 19: Hogan Personality Inventory (HPI) Correlations with Performance
Table 20: Hogan Development Survey (HDS) Correlations with Performance
Table 21: Motives, Values, Preferences Inventory (MVPI) Correlations with
Performance
Table 22: Other Test Correlations with Performance
Table 23: Self Stepwise Regressions
10
I. INTRODUCTION
The role of standardized testing in all levels of education has been increasingly
controversial over recent years.1 Debate about how Americas institutions of higher and
graduate education should make admission decisions has been especially acute. How
should they define merit and qualification? What is fair allocation of scarce educational
resources? How important is achieving racially and ethnically diverse classes, and how
do we define diversity? Should deprivation of economic and educational opportunity
be considered? The Supreme Courts decision in Grutter (Grutter v. Bollinger, 2003)
provided some answers, offering a temporary Constitutional reprieve for limited
consideration of race in admissions. Three states (California, Michigan, and
Washington) have since adopted constitutional strictures on affirmative action and others
will vote soon (Morain & Ricardi, 2008). Institutions of higher education continue to
struggle to find ways to achieve equity and excellence.
In law schools, this challenge is particularly intense. Educational institutions
naturally seek to admit those with the strongest academic skills. Several Ivy League
schools collaborated in the late 1940s to create an entry test to aid in choosing among
law school applicants (LaPiana, 2001). Design and administration of that test, the Law
School Admission Test (LSAT), was soon turned over to the Law School Admission
Council (LSAC) a member organization of the American Bar Association of accredited
law schools, currently numbering 195 U.S. law schools plus 16 in Canada. Today, the
goal of the LSAT is to predict first year law school grades and, combined with the
undergraduate grade point average (UGPA), it explains about 25% of the variance in
those initial grades. Law school admission decisions are heavily influenced by scores
The No Child Left Behind Act and litigation over teacher licensing tests are well known examples;
Association of Mexican-American Educators v. California, 2000.
11
on the LSAT, and undergraduate grade point average (UGPA), combined into an Index
Score. Law schools do employ other criteria, but on a largely ad hoc basis, with little
other than intuitive confidence that these other factors are related to success in law
school or professional practice. The lack of empirical evidence to support use of these
added factors leads many to dismiss them as too subjective to be fair.
The advent of institutional rankings like those published by US News & World
Report has further amplified an already strong emphasis on test scores. One factor in
determining rank is each entering class median LSAT score. Because rankings
translate into better applicants, easier fundraising, and improved faculty recruiting,
schools are tempted to prioritize high test scores in admission decisions.
Other factors accelerate the trend. Applications to law schools have risen
substantially. Greater stratification among schools, and equivalent tiering in the jobs
and salaries their students can command, means that applicant pools are particularly
large at highly ranked schools. (LSAC Volume Summary, 2008). As the ratio of
applicants to admits rises, smaller differences in test scores and grades become
decisive despite the decrease in meaningful differentiation. Large numbers of highly
qualified applicants create pressure for streamlined and defensible decision-making.
With admission to law school ever more prized, litigation always in the wings, and
controversy among faculty, boards, alumni, and various publics about criteria, the
apparent precision of numeric indicators of (apparently objective)2 merit exert an
understandable pull, especially if no alternative measures are available.
The LSAT has been the most effective method yet developed to predict first year
law school grades, but it is narrow in method and in goal. By the LSACs own
description, the test evaluates mainly reading, analytic and logic-based skills that are
Although the LSAT is empirical and objective in design and scoring, how to define merit remains in
dispute.
12
important for success in law school (Law School Admission Council, 1999). Linda
Wightman (1997), former Vice President for Operations, Testing and Research at LSAC
from 1988-1996, noted the LSATs clearly defined, narrow focus, and acknowledged that
using it to predict anything other than first year law grade point average (FYGPA) is less
valid and less appropriate. The LSAC repeatedly advises schools that over-reliance on
the test, particularly on fine distinctions in scores, is inappropriate both statistically and
as a matter of policy.
Although the LSAT and UGPA have value as predictors of first year grades, they
do not account for all the factors that influence grades or other performance in law
school. Additionally, they make no effort to predict success in the profession. Nor do
most schools attempt to assess the needs of the profession and the citizenry when
choosing among applicants.
Commentators have criticized legal education generally and the admission
practices that reflect it, for over-emphasis on academic and cognitive competencies. The
perceived failure of legal education to prepare students for professional practice has
been a focus of many complaints (ABA MacCrate Report, 1992; Edwards, 1992;
Sullivan, Colby, Wegner, Bond, & Shulman, 2007). Clinical education, including both
services and clinical policy research and intervention, ameliorates this problem, but
typically lacks the resources, depth, continuity and integration to make up for
inadequacies. The academic tilt of law school and its reflection in admissions criteria
has consequences also for career paths. In higher-ranked schools, even students who
have other career objectives feel they must accept jobs with corporate law firms when
those are offered, in order to gain adequate training that only comparatively wealthy
employers can afford to provide. Students who receive no such offer or who refuse to
postpone any alternate career preferences they may have, face a difficult path to
professional competency. Once a career path is begun, it is economically and
13
psychologically hard to abandon it. The chain of incentives does not encourage wider or
more equal distribution of legal services.
Other critics object to admissions practices they see as reinforcing racial and
class privilege (Society of American Law Teachers, 2003; Sturm & Guinier, 1996).
Research consistently shows that affluent white students perform better on standardized
tests, including the LSAT, than their less advantaged or minority peers (Schmidt &
Hunter, 1981, 1998; Wightman, 1997). Heavy emphasis on LSAT scores in admission
decisions substantially reduces the presence of African-American and Latino students in
law school and the profession, as well as diminishing the prospects of inclusion for those
from most non-elite families (Kidder, 2000; 2003).
Law schools select and educate students in academic programs, but as the
LSAC recognized 20 plus years ago, law school admissions decisions also choose who
will be the nations lawyers (Raushenbush, 1986). In most states and for most lawyers,
law school graduation is essential to licensure (National Conference of Bar Examiners,
2008). Law school also serves as advanced education for people entering a wide
variety of other careers in which the problem-solving, communication, advocacy, and
social/interpersonal skills are central to legal training matter. In law and related roles,
law graduates reap significant rewards and wield significant influence in business,
government, and education, as well as in the legal and justice systems; admissions
decisions have deep and far-flung implications for almost every aspect of American
society. To base admission to law school so heavily on LSAT scores is to choose
academic skills (and only a subset of those) as the prime determinant of who gets into
law and law-related careers that demand many competencies in addition to test taking,
reading and reasoning skills. Moreover, it allocates the scarce resource of legal
education, along with its ensuing influence and privilege, on the narrow basis of skills
that are heavily linked to wealth and class.
14
15
The validity of the LSAT and UGPA as predictors of the FYGPA criterion has
consistent statistical support (Anthony, Harris, & Pashley, 1999; Dalessandro, Stilwell &
Reese, 2005; Evans, 1984; Linn & Hastings, 1983; Schrader, 1977; Wightman, 1993). A
relatively recent analysis (2001-2003 data) shows that the combination of LSAT and
UGPA correlates approximately .47 with FYGPA in law school (Dalessandro et al.,
2005), which explains approximately 22% of the variance, leaving 78% unexplained. By
itself, the LSAT correlates .35 with FYGPA, while UGPA alone correlates approximately
.28. These results are based on data from LSACs annual validity studies provided by
165 law schools over two periods in 2003 and 2004. Because the data derive from a
restricted sample (i.e., those who are actually selected for law school), they
underestimate the validity of the combination. Dalessandro et al. (2005) demonstrate
that correlation coefficients are higher when the data are based on an unselected
sample. They also show that results vary by law school (in a range from .00 to .60 for
the year 2003), and that, in general, the LSAT is a better predictor of FYGPA than is
UGPA. Finally, results cross-validate, indicating that the regression equation for the
combination of predictors is a useful model for predicting FYGPA for law school
applicants. The Dalessandro et al. (2005) study replicates earlier findings (c.f., Anthony
et al., 1999; Linn & Hastings, 1983; Powers, 1982; Wightman, 1993). Stilwell,
Dalessandro, and Reese (2003) reported similar analyses for the LSAT/UGPA
combination for the 2001-2002 period. These results show a multiple correlation of .49
for LSAT and UGPA as predictors of FYGPA as well as patterns similar to those
reported by Dalessandro et al. (2005) with regard to type of sample and variability
among law schools.
Much earlier reviews have also supported the use of the LSAT as a predictor of
FYGPA (Evans, 1984; Schrader, 1977), demonstrating the consistency over time. A
comprehensive meta-analysis was reported in 1983 by Linn and Hastings (1983). Their
16
analysis of data from 154 law schools showed a multiple correlation of .46. An important
finding from this research was that the variability in correlation coefficients among the
different law schools could be explained by the statistical artifacts of sampling error
(differences in study sample sizes) and range restriction, and that correcting for these
artifacts yielded estimates of validity in the .5 to .6 range.
Norton, Suto and Reese (2006) examined the differential validity of the LSAT and
UGPA combination for different ethnic groups (African-American, Asian American,
Latino, and white law students) in 2002, 2003, and 2004 entering law school classes.
Using data from 183 law schools, with FYGPA as the criterion, they showed that the
LSAT is not differentially valid for the groups studied. Furthermore, the differential
validity results found similar patterns to those reported for other cognitive ability tests
used in employment settings (c.f., Schmidt & Hunter, 1981). That is, when the
regression equation for a combined group (minority and non-minority) is used to make
predictions of academic success, the equation tends to over-predict minority students
performance. These findings replicate those of earlier studies (Anthony & Liu, 2000;
Stilwell & Pashley, 2003; Wightman & Muller, 1990). Norton et al. (2006) also conclude
that although the combination of LSAT and UGPA results in the most accurate prediction
of FYGPA, none of the regression equations would systematically exclude AfricanAmericans, Latinos, or Asian Americans.
Wightman (1997) contrasted projected outcomes of admission policies
incorporating affirmative action with use of the weighted combination as the main
determinant of admission. Based on data from 1990-1991, she concluded that sole
reliance on LSAT and UGPA would result in systematic exclusion of minorities from law
school classes. She does not suggest abandonment of the weighted LSAT/UGPA
combination, but recommends that other, additional predictors be sought. We agree.
In sum, research data consistently show that the combination of the LSAT and
17
UGPA, and each separately, are valid predictors of the FYGPA criterion. But, these
predictors are limited by use of the FYGPA as the only criterion. The strength of the
obtained correlation between LSAT and FYGPA reflects, in part, that both measure the
same abilities; that is precisely its aim.
As demonstrated by the literature and discussion above, the LSAT and UGPA
have value as predictors, but they do not attempt to account for all the factors that
contribute to law school grades or to broader performance in law school, and even less
for success in lawyering. Wightman (1997) notes the LSATs clearly defined, narrow
focus, and states that using it to predict criteria other than FYGPA is both less valid and
less appropriate. Wightman (2000) also argues that new assessments are needed to
focus on other constructs that are not represented by the LSAT, that these new
assessments should focus on the diverse abilities and skills needed to perform in school.
One attempt to use criteria other than FYGPA is found in Diaz, Glass, Ankkoff,
and Tanofsky-Kraff (2001). The key aspect for their research proposal, however, was
the identification and use of predictors such as state-anxiety, reactions to tests,
measures of anxiety, and other non-cognitive predictors. These researchers used
performance in examination milestones (grade for a contracts course and an oral
argument rating) as criteria, but found that LSAT was not predictive of either. Results
were not promising in that these indicators were not predictive of the criteria used in the
study.
IV. NON-COGNITIVE PREDICTORS OF JOB PERFORMANCE
Effective lawyering, like effectiveness in any professional career, draws upon
many dimensions of human intelligence -- in the wider sense of that term. As
traditionally used, the category cognitive mainly encompasses academic and testtaking capability, especially verbal and numeric knowledge and reasoning.
Overwhelming evidence shows that cognitive ability in this sense is a predictor of job
18
performance (Schmidt, 2002; Sackett, Schmitt, Ellingson, & Kabin, 2001). However,
other traditionally non-cognitive predictors like personality, interpersonal skills, and
practical judgment have been identified and found to be valid predictors of
performance.
As noted above, a major concern with standardized cognitive tests such as the
LSAT is the mean difference in performance between ethnic groups, particularly AfricanAmericans. Generally, African-Americans score about one standard deviation below
whites on measures of general cognitive ability, though this standardized mean score
difference is reduced in high complexity jobs (Hough, Oswald, & Ployhart, 2001).
Latinos also tend to score lower than whites on these types of measures, while Asians
tend to score slightly higher than whites (Hough et al., 2001). Employment personnel
research attempts to minimize disadvantage to members of racial, gender, or ethnic
groups by combining valid non-cognitive measures of performance with traditional
cognitive ability tests in the selection process (Hunter & Hunter, 1984; Ones,
Viswesvaran & Schmidt, 1993; Schmitt, Rogers, Chan, Sheppard, & Jennings, 1997).
Generally, subgroup differences are smaller, or non-existent, on non-cognitive measures
such as biodata and personality inventories. Moreover, some evidence suggests that
validity can be increased in some jobs if appropriate additional predictors, such as
measures of social skills or personality traits, are used in combination with cognitive
ability measures (Guion, 1987; Hunter & Hunter, 1984; Schmitt et al., 1997).
A. Personality and Related Constructs (Big 5 or FFM)
Strong evidence suggests that certain dimensions of personality are useful in
predicting job performance. Generally, personality can be described as those traits,
states, and moods that are stable and enduring over time, and distinguish one person
from another (Allport, 1937). A broader conceptualization can encompass a persons
strengths, weaknesses, values, and motivations (Hogan, Hogan, & Warrenfeltz, 2007).
19
20
21
that bad things will happen in the future (Carver & Scheier, 1981). Optimism has been
recognized as a fundamental component of individual adaptability because of its
relationship with stress resilience and coping (Hobfoll 2002; Scheier & Carver, 1992).
Optimists are more confident and persistent when confronting any challenge,
while pessimists are more doubtful and hesitant (Carver & Scheier, 2002). Some
research indicates that optimism predicts lower levels of stress and depression for
students making their transitions to the first year of college (Aspinwall & Taylor, 1992;
Brissette, Scheier, & Carver, 2002). In terms of job performance, evidence suggests
that Dispositional Optimism has a unique impact on both self-reported job performance
and organizational performance appraisals (Youssef & Luthans, 2007). Optimism may
be a valuable resource for law students and lawyers who face great time demands, high
job insecurity, and poor organizational climate (Heinz, Hull, & Harter, 1999; Goldhaber,
1999; Makikangas & Kinnunen, 2003; Scheier & Carver, 1985; Schiltz, 1999;
Xanathopoulou, Bakker, Demerouti, & Schaufeli, 2007;).
D. Situational Judgment
Understanding how potential students and employees would react in critical
situations is important to predicting performance in the complex, conflict-ridden, and
pressured roles of lawyers. Situational Judgment Tests (SJTs) present descriptions of
hypothetical job-related scenarios, asking them to pick how they would handle the
situation from a list of possible responses. The hypothetical situations are often
developed by asking professionals in the field what critical situations they encounter in
their jobs (Weekly & Ployhart, 2005).
SJTs are often paired with traditional cognitive ability tests in applicant selection
settings because they have significant criterion-related validity and possess incremental
validity beyond cognitive ability and personality measures (Chan & Schmitt, 2002;
McDaniel, Morgeson, Finnegan, Campion, & Braverman, 2001). For example, Chan and
22
Schmitt (2002) found that the SJT had a significant .30 correlation with overall job
performance and had an incremental validity of .21 for overall performance. Weekly and
Ployhart (2005) found that the SJT was correlated .21 with overall job performance, and
had a significant incremental validity of .18, above and beyond a cognitive ability test
and a FFM personality inventory. Another important reason for the popularity of SJTs is
that there are fewer ethnic differences than traditional cognitive ability tests (Clevenger,
Pereira, Wiechtmann, Schmitt, & Harvey-Schmidt, 2001)
SJTs are also drawing interest to predict student performance (judged by mission
statement and educational objectives) in undergraduate schools (Oswald, Schmitt, Kim,
Ramsay, & Gillespie, 2004). Oswald et al. (2004) showed that the SJT has validity above
and beyond cognitive ability and personality for predicting college performance. Here,
too, scores on the SJT show no significant score differences between different
ethnicities.
E. Biographical Information Data
Past performance is often the best predictor of future performance. Biographical
Information Data measures (BIO) offer structured and systematic methods for collecting
and scoring information on an individuals background and experience (Mumford, 1994).
Items vary both in the nature of the constructs measured (e.g., past attitudes;
experiences) and in the type of response scale (e.g., frequency of behavior, amount,
degree of agreement). Research has shown that BIO scales can predict both college
GPA and job performance, and reflect fewer ethnic differences than standardized tests
such as the S.A.T. (Oswald et al., 2004).
F. Emotion Recognition
Emotional intelligence, a currently popular organizational topic, targets the ability
to regulate ones own emotions and perceive/understand others emotions (Goleman,
1995). Some studies suggest that emotional intelligence predicts the performance of
23
students (Lam & Kirby, 2002) as well as job performance (Law, Wong, & Song, 2004;
Slaski & Cartwright, 2002). Emotional intelligence could be important to lawyers who
must manage interactions with clients, juries, judges and colleagues as well as read
and interpret whether the communications between lawyers and others are being
understood.
Questionnaires have typically been used to measure emotional intelligence
through presentation of situations followed by choice of a response from among multiple
choices (c.f., the measures used by Salovey, Mayer, Goldman, Turvey & Palfai, 1995).
Ekman uses a different, less verbal approach (c.f., Ekman, 2004). Based on extensive
research, Ekman developed a visual test to assess individuals speed and accuracy in
recognizing various emotions on slides of faces.
V. METHOD
Overview of Research Chronology
Phase I identified a list of factors that practicing lawyers (including lawyers doing
law-related jobs) as well as law faculty, law students, judges and clients viewed as
important to effective lawyering performance. Our research also developed specific
examples of more and less effective lawyering behavior into scales that could be used to
evaluate the performance of a particular lawyer.
Phase II involved a survey for relevance, quality and range of tests available to
predict job performance. We selected five off the shelf tests. We also wrote or
substantially adapted three additional tailor-made tests to suit our purposes.
Phase III conducted validation strategies of the battery of tests to assess whether
and which tests would validly predict lawyer effectiveness.
A. Phase I
.
comprises effective lawyering (Shultz & Zedeck, 2003). We did this empirically,
24
conducting hundreds of individual and then group interviews with lawyers, law faculty,
law students, judges and some clients, asking questions like If you were looking for a
lawyer for an important matter for yourself, what qualities would you most look for?
What kind of lawyer do you want to teach or be? In a rolling process we gradually
selected, added to, subtracted from, defined and redefined identified factors, seeking
rough consensus through successive discussions with lawyers in many fields, settings
and career stages. We distilled a list of 26 Effectiveness Factors important in the eyes
of these varied constituencies, to being an effective lawyer.
Next, again using rolling interviews and focus groups, we asked for specific
examples of more and less effective behaviors (What behavior would tell you that a
particular lawyer had or lacked effectiveness?) on each of the 26 Factors. When we
had gathered hundreds of examples, we asked Berkeley alumni (by email) to rate the
examples on a 1-5 scale, according to how effective they thought the stated behavior
was as an illustration of a given Effectiveness Factor. After receiving more than 2000
responses, and based on the mean and standard deviations of the responses, we
developed scales of less effective to more effective behavior for each of the 26
Effectiveness Factors.
The products of Phase I were: (1) a comprehensive list of 26 Effectiveness
Factors that are important to effective lawyering; (2) a set of 715 behavioral examples of
performance that illustrate poor to excellent performance on each of the 26 factors; and
(3) 26 flexible Behaviorally Anchored Rating Scales (BARS; Smith & Kendall, 1963)
based on the 715 examples, with which an evaluator could assess the effectiveness of
any given practicing lawyer.
The research team grouped the 26 Effectiveness Factors into eight categories
thought to represent meaningful clusters, but the clusters were not statistically derived.
For the purposes of this project; we are interested in maintaining the 26 factors as
25
Creativity/Innovation
Problem Solving
Practical Judgment
Fact Finding
3: Communications
Writing
Speaking
Listening
Strategic Planning
5: Conflict Resolution
Negotiation Skills
26
8: Character
Diligence
Integrity/Honesty
Stress Management
Self-Development
B. Phase II
Having identified job performance effectiveness factors and measurement scales
for effective lawyering in Phase I, we sought in Phase II to identify tests that would
predict actual lawyering performance.
and after convening test development experts to advise us, we chose five off the shelf
tests and wrote or substantially adapted three tailor-made tests.
1. Off the Shelf Tests
a. Hogan Personality Inventory (HPI; Hogan & Hogan, 2007) is a measure of
normal personality based on the Five-Factor Model and is designed specifically for use
with working adults. The HPI is composed of 206 true-false self-report items. Seven
primary personality scales are scored on the HPI on the basis of Hogan and Hogans
(1991) reinterpretation of the five-factor model: Adjustment, Ambition, Sociability,
Interpersonal Sensitivity, Prudence, Inquisitive, and Learning Approach. The main
27
difference between the HPI and the five-factor model is that it divides Extraversion into
Adjustment and Ambition and divides Openness into Intellectance and Learning
Approach. Items with similar themes are organized into a total of 40 subscales, and
each subscale is scored on one of the seven primary scales. For example, the
Adjustment scale contains eight themes including anxiety, guilt, complaints, moodiness,
and irritability. Because the items in these sub-themes cluster together, they are
referred to as Homogenous Item Composites (HICs).
Interpretation of HPI results is job-specific, with no formula for a good
personality. High and low scores on scales are not necessarily better, and scores that
lead to success in one job may hinder performance in another.
Hogan Personality Inventory
Adjustment
Ambition
Sociability
Interpersonal
Sensitivity
Prudence
Intellectance
Learning Approach
28
29
Excitable
Skeptical
Cautious
Reserved
Leisurely
Bold
Mischievous
Colorful
Imaginative
Diligent
Dutiful
30
Affiliation
Altruistic
Commerce
Hedonism
Power
Recognition
31
Science
Security
Tradition
32
2. Tailor-Made Tests
We developed three new tests based on prototypes used in employment
selection. These tests sought to predict which law applicants have and/or could develop
the 26 competencies of effective lawyering. Because the tests would eventually be
administered as part of law admissions processes,3 they could not rest on legal
knowledge or lawyering experience but only on the more general factors. The tailormade tests we developed for our study are:
a. Emotion Recognition Test (ER) was modeled after the Facial Action Coding
System (FACS) developed by Paul Ekman (2004). We used stimuli (stock color photos
of neutral and emotional facial expressions) generated in the laboratories of emotion
research (e.g., Ekman, 2004, and Dacher Keltner, personal communication, 2006) to
develop a 20 minute, computer test presenting faces of different people expressing one
of ten emotions: Anger, Compassion, Contempt, Disgust, Embarrassment, Fear,
Happiness, Sadness, Shame, and Surprise. Our ER instrument included two practice
items and 76 test items. In each item, participants saw 1) a neutral facial expression,
followed by 2) a very brief (1/6 second) change in expression reflecting one particular
emotion, and 3) a return to the initial expression. Participants had five seconds to
choose which of the 10 emotions appeared during the changed facial expression.
Participants were instructed to respond based on their first impression even if they did
not think they observed a change, or were unsure of the emotion expressed. Groups of
19 faces appeared, with a 30-second pause between each group. Faces included
individuals of various ethnic backgrounds and genders.
b. Situational Judgment Test (SJT) required multiple steps to construct. First,
Because this exploratory research was not longitudinal, we administered material to law students and
graduates, but the ultimate goal is to develop a test battery for use with law school applicants in the
admissions process.
33
34
Because our research participants were busy professionals, the time they could
expend on our test battery was limited. We therefore created eight SJT test forms with
18 items each Nine items on each test form overlapped with another test form (e.g.,
form #1 had items 1-18, form #2 included items 10-27, etc.).
c. Biographical Information Data, or Biographical Inventory (BIO) also
required multiple steps to create. First, the researchers independently and
collaboratively wrote approximately 200 BIO items designed to cover each of the 26
Effectiveness Factors. Again, although some items from existing BIO measures (e.g.,
from Camara, personal communication, January 9, 2006; Motowidlo, personal
communication January 9, 2006) stimulated items we designed for lawyering
performance, we wrote many items as originals. We developed 4-5 answer options to
represent a range of viable responses to the given item.
Second, we refined each item multiple times to ensure clear phrasing, elimination
of race or gender bias, and balanced representation of Effectiveness Factors. Once
more, we pilot-tested the items with practicing lawyers. After the pilot work, we had an
inventory of 80 BIO items. In order to verify that all Effectiveness Factors were tapped in
the BIO items, the three researchers independently reviewed each item-factor link again,
then together decided on the 2-5 Effectiveness Factors we hypothesized would be linked
to each item.
An example of one BIO item is shown below. We determined that this particular
example reflected competency in both Creativity and Problem Solving:
How many times in the past year were you able to think of a way of doing
something that most others would not have thought of?
a. Almost never.
b. Seldom.
c. Sometimes.
35
d. Often.
e. Very frequently.
Again, in light of participant time constraints, we created eight BIO test forms with 20
items in each. To increase sub-sample sizes, each BIO test form had 10 items that
overlapped with another test form.
C. Phase III: Validation Research
In Phase III, we collected data to assess whether performance on our chosen
predictor tests correlated with actual lawyering effectiveness (as assessed by ratings
provided by the participant him or herself, as well as by the participants supervisors and
peers), and with law school performance. The BARS performance rating scales
developed in Phase I (Shultz & Zedeck, 2003) enabled us to assess participants current
workplace performance. We also examined relationships between the LSAC measures
(LSAT, UGPA, and Index), appraised lawyering performance, and law school grades.
Alumni and students comprised the participant samples.
1. Participants4
15,750 people were invited via email and regular mail to participate in the
research: 657 Berkeley then-enrolled second and third year students and all alumni from
Berkeley or Hastings who graduated between 1973 and 2006 for whom the schools had
contact information. Approximately 10,000 Berkeley, and 5,000 alumni from the
Hastings College of the Law received emails. Additionally, to reach those with outdated
email addresses, or to honor individuals requests to receive communication by regular
mail only, 7000 Berkeley and 4000 Hastings alumni were sent invitations through the
U.S. postal service.
For reasons of practicality (funding, access, and available staff), we worked with only two law schools:
Berkeley Law (Boalt) as our initial exemplar, participated in all phases of the research, and Hastings
College of the Law alumni joined in the final validation stage.
36
2. Data collection
Test data were collected via a two-hour test battery online. Participants logged in
to the test system with individual user name and password (included with their original
invitation). After login, an informed consent form outlined the study and asked whether
the individual agreed to participate. In compliance with the regulations of the University
of California at Berkeley Committee for the Protection of Human Subjects, the consent
form outlined the study procedure, as well as the risks and benefits associated with the
study. Participants were informed that participation was voluntary, and responses would
be kept confidential. If they agreed to participate after reading the consent form, they
were asked to complete a demographic questionnaire covering their gender, age, ethnic
background, law school, and category of law work (e.g., solo practice,
small/medium/large firm, business, government, etc.).
We decided that no participant should be asked to spend more than two hours on
the test battery. Accordingly, the computer randomly and evenly directed each
participant to one of 40 different combinations of tests from the battery we created.
Every participants combination included the HPI and two to three of the other tests.
One participant might take the HPI, HDS, BIO, and OPT. Another might do the HPI,
MVPI, and SJT. And yet another participant might take the HPI, BIO, and ER. As a
result, of course, the HPI had the largest sample size.
We administered the HPI to all participants as an inducement to participate. As a
benefit of taking the research tests, participants could opt to receive a confidential
interpretive report of their occupationally relevant strengths and shortcomings based on
their responses to the HPI. As a further incentive, participants and performance raters
(see below) could register for continuing education credit (MCLE) of from 1-3 units, two
for lawyering skills and one for elimination of bias credit. The bias unit required that a
participant read additional materials written by the researchers, to explain how
37
38
39
this process was that we retained 36 of the 72 items for the SJT and 62 of the 80 items
for the BIO instrument. Participants received scores on SJT and BIO only for those
items they answered and their scores on those items were averaged to create a mean
SJT score and a mean BIO score.
4. Performance Measures
To determine whether scores on the predictor tests related to on-the-job
effectiveness, we needed ratings of each participants work performance. We asked
each participant to do a self-evaluation of his/her own lawyering effectiveness and to
identify four other evaluators two supervisors and two peers (with contact information)
-- who could assess that participants recent lawyering performance. These appraisals
were collected online, after a participant completed his/her test items.
Participants, along with the supervisors and peers they named, were asked, via
computer, to rate the performance of participants on the 26 Effectiveness Factors.
BARS for each of the 26 Effectiveness Factors provided examples of different levels of
performance on that Factor. Raters were asked to select the score (ranging from 1 to 5
in .5 increments) that best represented the participants level of performance on that
Factor. All raters were instructed to rate as many Factors as possible, and to skip
Factors that were not relevant to the job or about which their knowledge was insufficient.
Raters were provided with detailed instructions about how to use the BARS.
They were told that the particular examples on any scale might not literally apply to the
participant-ratees work or setting, but that the examples should be used by analogy to
illustrate levels of performance from 1 (poor) through 5 (excellent). Below is an
example:
40
As shown in the example above, the first factor scale was "Analysis and
Reasoning." The lowest level example for this factor reads, "Analyzes large amounts of
material in a mechanical way" To rate the individual, appraisers were asked to read
scales from the bottom up, asking themselves, Based on my observation and
knowledge of this individuals performance, do I believe he or she would perform at the
level of effectiveness reflected in this particular example? When the raters came to a
level of effectiveness that they believed the individual would not achieve, they were to
41
mark a value (in half-point increments) that represented the highest level that the rater
believed the participant would achieve. Raters were asked to apply the standard based
on the individual ratees actual level of experience. For instance, the rater might rate
someone with 10 years of experience a 2 on a given BARS scale, but evaluate that
same behavior as a 3 for someone with less experience.
Note that the above BARS example is appropriate for the alumni sample, of
practicing lawyers and law grads doing law-related work. For the student sample, the
scales were adapted to be more consistent with student experiences, content, and
context.
In sum, participants rated their own performance on a relevant subset of the 26
BARS, and also named two peers and two supervisors to rate the participants
performance on whichever of these same 26 BARS the rater could apply. We averaged
the two peer ratings to create one Peer Appraisal score, and treated the two supervisor
ratings similarly to create one Supervisor score. The Peer and Supervisor ratings on the
26 Effectiveness Factors were also averaged to create a unitary performance appraisal
for each test participant which we labeled the combined Other rating. Additionally, all
three rater perspectives were also averaged to create an All performance appraisal.
Thus we had 5 different performance evaluation results: Self, Averaged Peer, Averaged
Supervisor, Other (average of peers and supervisors), and All (average of all peers and
supervisors and self).
VI. RESULTS AND DISCUSSION5
The overarching goal of the research project was to conduct an exploratory study
on specific samples to determine whether new types of law school admission tests,
and/or batteries of these tests, have the potential to predict actual lawyering
performance. If the results yielded positive outcomes and trends, then we would urge
5
42
additional research on a larger, more representative sample. This section of the Report
presents and summarizes results from multiple rater perspectives (e.g., Self, Peer, and
Supervisor evaluations) and for multiple subgroups (e.g., Berkeley vs. Hastings, males
vs. females, etc.) to provide different views of the data. Similar patterns of results
independent of group breakdowns would support conducting further research in a larger,
broader sample.
A. ALUMNI SAMPLE
1. Description of Sample
Table 1 presents the background characteristics of the sample of 1148
participants. Overall, the sample was composed of mainly Berkeley (64.3%), female
(56.8%), Caucasian (68.5%) practicing attorneys, with the largest number in large firm
(16.6%) or government (13.7%) practice. All areas of expertise were represented with
the most frequent specialization being litigation/advocacy (29.1%).
Table 2 presents the background characteristics by law school attended
Berkeley or Hastings. Divided by school, the pattern of findings was similar to the
overall profile except that whereas Berkeley alumni worked in large firms or government
positions, Hastings alumni worked in solo or small firm practice or government positions.
2. Basic LSAC Predictors and Law School Measures
Two statistical issues affect the data presented below:
(1) The sample included graduates from a 33 year period, which meant that the
raw LSAT scores were derived from different versions of the test and different scoring
templates (score ranges from 10-48, 120-180, and 200-800). Accordingly, we
standardized scores (z-scores) within the templates to determine a common
standardized score across the sample.
(2) Over the course of time covered in the study the two schools varied their
weighting of the components of the Index Score. We weighted LSAT and UGPA
43
44
the SJT, except that Hispanics scored higher than other ethnic groups (r2 = .01). In
general, the results show no practical differences for SJT and BIO based on gender and
ethnicity, a finding consistent with the literature (Clevenger et al., 2001) for these types
of tests.
b. Hogan Personality Inventory (HPI)
Table 5 shows the HPI results for the various subgroups. Across the seven scale
scores, the only modest patterns to emerge were that females generally scored more
positively on three dimensions (Adjustment, Sociability, and Intellectance) than males
(r2s of .03 or less) and that Caucasians scored somewhat higher on Learning Approach
than did Hispanics and African-Americans (r2s of .01 and .04, respectively).
c. Hogan Development Survey (HDS)
Table 6 presents the means and standard deviations for the 11 scale scores on
the HDS. In general, no clear pattern of differences emerged except that AfricanAmericans were significantly lower than Caucasians on the Cautious scale (r2 = .03) and
higher than Caucasians on the Mischievous, Imaginative, and Diligent scales (r2s of .02
or less). Males scored higher than females on Reserved (r2 = .04) and Mischievous (r2 =
.01) while females scored higher on Diligence (r2 = .03).
d. Motives, Values, Preferences Inventory (MVPI)
Table 7 presents the means and standard deviations for the 10 scales of the
MVPI. Again, patterns of differences existed in only a few instances. Males scored
somewhat higher than females on the scales of Commercial (r2 = .06), Power (r2 = .03),
Recognition (r2 = .02), and Scientific (r2 = .02). African-Americans scored lower than
Caucasians on Scientific (r2 = .02).
e. Other Potential Predictors Self-Monitoring Scale (SMS), Optimism
(OPT), and Emotion Recognition (ER)
Table 8 presents the means and standard deviations for three tests chosen
45
46
each other. This further suggests that one or more of the subscores or tests might
correlate with aspects of performance that were not being tapped by the components
used by LSAC (LSAT, UGPA, and Index Score). Support for this view is found, in part,
by examining the relationships between these LSAC component measures and the new
predictors (presented and discussed in the next section).
CONCLUSION #2: Results showed that new predictor tests were, for the
most part, measuring characteristics that were independent of one another.
5. Correlation among the LSAC Measures and the New Predictors
Table 10 shows the correlations among the three components used by the
LSAC LSAT, UGPA, and Index Score. The intercorrelations among these three
measures ranged from .20 (between LSAT and UGPA) to .78 (for the relations between
the components and the Index) for the total sample. Table 11 shows that these same
predictors had correlations that ranged from .00 to .37 with the new predictors studied in
this research. However, approximately 74% of the correlations were below .10; also, a
number of the correlations were negative.
The pattern of correlations among the three traditional and the new predictors
suggests some degree of independence. The lack of overlap in the existing and new
measures suggests that different traits and abilities were being measured, and that the
tests predicted different aspects of performance. Ultimately, a test battery using different
test measures could explain significant incremental variance above and beyond that
which is explained by any single test.
CONCLUSION #3: The new predictor tests showed some degree of
independence between the traits and abilities that they, as compared to LSAT,
UGPA and Index Score, measure.
6. Ratings of Lawyer Effectiveness
Tables 12 - 16 present the means, standard deviations, and sample sizes for the
47
48
Peers rated males more highly on six dimensions (Analysis and Reasoning; Problem
Solving; Researching the Law; Fact Finding; Writing; Speaking; and Negotiation Skills)
while peers rated females more highly on four dimensions (Evaluation, Development,
and Mentoring; Passion and Engagement; Diligence; and Community Involvement and
Service). Compared to Caucasians, African-Americans rated higher on Able to See the
World Through the Eyes of Others and Developing Relationships; Hispanics rated lower
on Diligence and Asian Americans rated lower on Creativity, Strategic Planning, and
Passion and Engagement. Nearly all the r2s are .01 or less.
Table 14 presents the appraisal evaluation results from the perspective of
Supervisors named by the participants. When rated by Supervisors, Berkeley
participants as well as males received higher evaluations on 14 dimensions (Berkeley
higher on Analysis and Reasoning; Creativity/Innovation; Problem Solving; Researching
the Law; Fact Finding; Influencing and Advocating; Writing; Listening; Strategic
Planning; Negotiation Skills; Passion and Engagement; Diligence; Integrity; and
Community Service; Males higher on Analysis and Reasoning; Creativity/Innovation;
Problem Solving; Researching the Law; Influencing and Advocating; Negotiation Skills;
and Integrity). Supervisors rated Caucasians more highly on six dimensions than Asian
Americans (Analysis and Reasoning; Creativity/Innovation; Problem Solving;
Researching the Law; Influencing and Advocating; and Integrity). The r2s are generally
at .01 or less.
Table 15 presents results of appraisals by the Other category (combined
averaged ratings by Peers and Supervisors). The pattern is similar to others: Berkeley
alumni and males were evaluated more highly, and race/ethnic differences appeared
between Caucasians and Asian Americans.
Table 16 presents evaluation results from the All category (combined averaged
ratings from all three sources -- Self, Peer, and Supervisor). The patterns are the same
49
as above.
The first row in each table (12 -16) shows the average rating for participants
across the 26 dimensions. This can be viewed as a Global Effectiveness rating. On
this measure, Hispanics rated themselves higher than Caucasians. Peers and
Supervisors rated Berkeley participants higher than Hastings participants. Examining
both Other and All ratings, Berkeley participants were rated higher than Hastings
alumni and Caucasians were rated higher than Asian Americans.
Examination of these five tables (12 - 16) reveals the following: (1) within a
rating subgroup, no evidence suggests that one particular participant subgroup was
consistently higher or lower on any of the Effectiveness Factors; (2) across rating
subgroups, Berkeley alumni and males tended to have higher performance ratings;
males are generally evaluated as higher on Negotiations Skills and Passion and
Engagement regardless of who provided the rating; and (3) differences among
race/ethnicity subgroups show no consistent pattern across the 26 Effectiveness
Factors. The tables also show that, in general, (1) the averages were rather high, at the
4-point mark on a 5-point scale, and (2) the Self Appraisals were lower (on 24 of the 26
Effectiveness Factors) than the Peer or Supervisor ratings.
The patterns presented in this section are somewhat equivocal in providing
guidance about breakdowns of data for subsequent future analyses. However, because
the study was exploratory, and the patterns do not overwhelmingly suggest that
subgroups can be ignored or that analysis on the total sample would be adequate by
itself, we will present our subsequent analyses and results based on various
demographic (e.g. men vs. women), background and experience (Berkeley vs. Hastings)
subgroups, and rater perspectives (e.g., Self vs. Other). If the same predictors prove
useful across the entire set of analyses, the convergence in results would provide very
strong support for future research.
50
51
All statistical output and tables are available from the researchers.
52
This interpretation might suggest another option, that of presenting subsequent results
from, for example, from only one rater perspective. Our research purpose, however,
was to study whether one or more of our new tests and methods could be useful for
predicting lawyering performance. The current research was exploratory. Therefore,
any consistently positive result within or between participant or rater subgroups (e.g.,
Berkeley vs. Hastings) makes the picture clearer and provides stronger support for the
need for more research.
Given the above assessment, we have opted to present results from different
frameworks. We do this in the hope that we will persuade the reader, as we ourselves
are persuaded, that the convergences in results from different rater and/or participant
subgroups, enhance support for the overall conclusion that further validation research
should definitely be conducted.
Given the analyses above, this section of the report on the validity of the
predictors for lawyering performance will sometimes present results for the total sample,
and in other instances, only for Berkeley or only for Hastings. The demonstrations will
also differ according to rater groups presenting each of the rater subgroups for some
analyses, only the All combination for some, and only the Other rating combination for
still different instances.
a. LSAT, UGPA and Index Score as Predictors of Lawyering Performance
Table 18 shows the zero-order correlations between the LSAT, UGPA, and Index
score and each of the 26 Effectiveness Factors, as well as the average Global
Effectiveness score (average of the 26 dimensions). The table shows data for each of
the five rater subgroup perspectives Self, Peer, Supervisor, Other, and All. Table 18
shows that the LSAT scores, taking into account more than one performance rating
group, correlated with six Effectiveness Factors -- Analysis and Reasoning; Researching
the Law; Writing; Networking; Integrity; and Community Service). For the first three of
53
these six performance factors, the correlations ranged from .08 to .16. This was to be
expected, given that the LSAT specifically seeks to measure Analysis and Reasoning
and has likely relationships or overlap with Writing and Researching. For the
performance factors of Networking and Community Service, the correlations are
negative and range from -.10 to -.14. This suggests that high scorers on the LSAT did
not do well on two lawyer Effectiveness Factors, Networking and Community Service.
Networking and Community Service both require interaction with others. It may be that
those who scored highly on the LSAT were not viewed by the raters as devoting
attention to Networking and Community Service or lacked the necessary skills. For
Integrity, the correlation with the LSAT score was negative when performance was rated
by Self appraisal (r = -.09), but positive when evaluated by other rater subgroups
(ranging from .06 to .12). This discrepancy between rater subgroups may reflect
distinctive characteristics of Integrity. Integrity, or especially its lack, concerns matters
usually kept private, secret from others or the public. People may more likely try to
manipulate others perceptions of Integrity. A Self rating reflected inner knowledge of
ones own secrets, but others likely appraised Integrity on the basis of outward
manifestations. Characteristics peculiar to Integrity may, then, explain the discrepancies
between Self and Peer or Supervisor ratings.
UGPA results showed fewer correlations than LSAT scores. In general, UGPA
correlated most with Writing (rs ranged from .09 to .12), with Managing Ones Own
Work (rs range from .09 to .10), and with Diligence (rs ranged from .09 to .11).
Differences in correlations of UGPA and LSAT may reflect that the LSAT is a one day
test, but UGPA depends on persistence and the ability to manage and apply oneself
over four or more years. Diligence, time spent, and management of work could more
readily substitute for smartness in the UGPA measure than in obtaining higher LSAT
scores.
54
In sum, the LSAT, UGPA and Index were predictive of only a few of the
Effectiveness Factors, mainly ones that overlapped with the LSATs measurement
targets. For example, the LSAT aims to evaluate analysis and reasoning and it
correlated with performance appraisals of participants Analysis and Reasoning. When
LSAT score was mixed with the UGPA in the Index score, correlations emerged with
Managing Own Work, as might be expected. The LSAT and UGPA were not intended to
predict lawyering effectiveness, but given our hypothesis that broader lawyering skills
should be added to academic criteria when selecting the best qualified law school
applicants, the important finding for us was that, for the most part, they did not.
CONCLUSION #6: The LSAT, UGPA and Index Scores were not particularly
useful for predicting lawyer performance on the large majority of the 26
Effectiveness Factors identified in our research.
RECOMMENDATION #3: Because traditional indicators (LSAT, UGPA, and
the Index Score) did not predict performance as a lawyer, other predictors
focusing on prediction of post-graduate performance should be explored.
b. New Tests as Predictors of Lawyering Performance
Table 19 shows the correlations between the HPI scales and the 26
Effectiveness Factors as well as with the average Global performance across all 26
dimensions. In summarizing the results of this and subsequent tables that present
correlations between particular predictors and performance measures, we will focus on
correlations that were significant within at least three rater subgroups. Examination of
the correlations in Table 19 shows that three of the HPI scales Adjustment (rs ranged
from .10s to .30s), Ambition (rs ranged from.10s to high .30s), and Interpersonal
Sensitivity (rs ranged from .10s to high .20s) correlated with 20, 20, and 14
Effectiveness Factors, respectively. The strongest correlations for Adjustment were with
Stress Management (r = .37), Developing Relationships (r = .19), Seeing the World
55
Through the Eyes of Others (r = .18), Negotiations (r = .17) and Listening (r = .15).
Ambition correlated relatively strongly with almost all of the set of 26 Effectiveness
Factors noted above (e.g., with Creativity; Problem Solving; Practical Judgment; Fact
Finding; Questioning and Interviewing; Influence and Advocating; Speaking; Strategic
Planning; Negotiation; Networking; Passion; etc.). The strongest correlations for
Interpersonal Sensitivity were with Questioning and Interviewing (r = .22), Listening (r =
.20), Seeing the World through the Eyes of Others (r = .24), Developing Relationships (r
= .33), and Evaluation, Developing, and Mentoring (r = .22). The most highly correlated
HPI scales (Adjustment, Ambition, and Interpersonal Sensitivity) do NOT show a pattern
of significant correlations with four of our lawyer Effectiveness Factors -- Analysis and
Reasoning, Researching the Law, Writing, and Diligence. The first three of these were,
however, correlated with the HPI scale of Learning Approach (rs about .10), while the
fourth is tapped by the HPI Prudence scale. Thus, five HPI scales would have potential
to contribute to the prediction of many of the Effectiveness Factors.
Table 20 shows the correlations between the HDS scales and the 26
Effectiveness Factors. Only one HDS scale showed a consistent pattern and some
promise, Excitable, which concerns being overly enthusiastic about people/projects
and then becoming disappointed with them. This scale correlated with 19 of the 26
Effectiveness Factors (rs ranged from -.10 to high -.30s). However, it also correlated .72 with Adjustment on the HPI, suggesting that Adjustment and Excitable were
measuring similar, albeit reversed, characteristics. The other scale that showed some
promise is Reserved. This scale correlated with seven Effectiveness Factors (rs
ranged from -.10s to mid -.20s). Reserved reflects being remote, detached and
lacking awareness of feelings of others. Its correlation with our lawyer Effectiveness
Factors such as Managing Others, Negotiation, Networking, Building Relationships, and
Community Service are ones that we would expect it to predict awareness of others
56
feelings was critical for efficacy in these performance areas. Reserved, however, was
correlated (-.56) with Interpersonal Sensitivity, again suggesting overlap in what is being
measured by the two scales. An issue for the future, then, is whether to concentrate on
the two HDS scales of Reserved and Excitable or rely mainly on the HPI scales,
which covered more of the Effectiveness Factors than did the two HDS scales.
Table 21 shows the correlations between the MVPI scales and the 26
Effectiveness Factors. Overall, this pattern of correlations was not as impressive as was
the HPI, or even the HDS. The Altruistic scale correlated with five Effectiveness
Factors (Creativity; Able to See the World Through the Eyes of Others; Passion;
Integrity; and Community Service). Most of the correlations were in the .10s, but the
MVPI scales of Affiliation and Altruistic correlated best with Community Service (rs
ranging from .16 to .42). The other MVPI scales that correlated with a small number of
Effectiveness Factors (4) were Affiliation and Hedonistic (rs ranged from .15s to mid.
20s). As with the HDS, the issue for the future would be whether to continue further
research on the MVPI given its limited number of correlations with the lawyer
Effectiveness Factors and its weak showing compared to the HPI. Though individual
scales, such as Altruistic, correlate with some Effectiveness Factors (five), the one
noteworthy pattern is with Community Service, where the correlations ranged from .16 to
.42, depending on which rater subgroup was used.
Table 22 shows the correlations of the new tests (BIO, SJT, SMS, OPT, and ER)
with the Effectiveness Factors. BIO scores showed correlations (in the .2s and .3s)
with all Effectiveness Factors except Integrity and Stress Management. SJT scores
showed correlations with all Effectiveness Factors other than Managing Others and
Evaluation, Development, and Mentoring. The correlations were generally in the .10s
and low .20s. The impressive aspect of these results was (1) the large number of
Effectiveness Factors that were predicted by both BIO and SJT tests, and (2) the fact
57
that the correlations were generally higher, though moderately, than the ones found for
the instances in which the LSAT did have some relationship with a small subset of
Effectiveness Factors.
Table 22 also shows correlations of the SMS, OPT, and ER with the
Effectiveness Factors. The one predictor of these three that showed the most potential
in this study was OPT which correlated positively with 13 of the Effectiveness Factors
(rs ranged from .10s to .20). Most notable are the correlations with Stress
Management, Speaking, Networking, and Questioning and Interviewing. Because OPT
correlated in the high .4s with the HPI Adjustment and Ambition scales, use of OPT and
HPI might be duplicative. The other two measures, SMS and ER, did not show results
that would suggest continuing pursuit.7
Overall, some of the new predictors identified or developed for this specific
research project display results that argue for additional research. They do so because
(1) they correlated with areas that were not predicted by the LSAT or UGPA alone, or as
combined in the Index score, (2) their correlations were generally higher than ones
obtained for the LSAT, UGPA and Index predictors, and (3) based on the literature and
current research, these predictors tended to yield few if any mean differences by
race/ethnicity and gender (Clevenger et al., 2001).
CONCLUSION #7: New predictors developed for this project correlated at a
higher level with factors not well predicted by the LSAT, UGPA, or Index Score
and showed little race or gender subgroup difference in results.
RECOMMENDATION #4: Based on the pattern of findings across different
participant subgroups and from different rater subgroups, we recommend that
future research focus on new predictors, especially HPI, BIO, SJT, and OPT.
7
It is possible that an SMS type test re-written specifically for law performance would show better results
and that an ER test allowing longer time intervals, fewer emotions to choose from and more consistent face
photographs would have improved results on those two tests.
58
c. Moderator Variables
Given Recommendation #4 (focus on four new tests), we examined through
moderated regression, the relationship between the separate predictors of HPI (7
scales), BIO, SJT, and OPT and each of the 26 Effectiveness Factors of lawyer
performance in order to determine whether there was differential validity for any
participant subgroup. We conducted step-wise moderated regression by entering the
predictor in the first step, the potential moderator (e.g., gender) in the second step, and
the interaction of the two in the third step. Significant incremental variance on the third
step provides evidence of differential validity. This process required over 1,000 analyses
(26 dimensions x 5 rater groups x 10 predictor measures) for each potential moderator
for the subset of HPI, BIO, SJT, and OPT. Results indicated few instances of significant
incremental variance on the third step of the analysis. Where significant increments
existed, the amount of variance was negligible (approximately 1% incremental variance).
With regard to the strength of these results, we note that reliance on graduates of
only two schools limits the generalizability of the findings. In addition, small sample
sizes for the ethnic groups limit the opportunity (low statistical power) to identify
significant race/ethnic differences. Nevertheless, the results were consistent with the
literature which has found few if any differences between genders and race/ethnic
groups on the types of predictors studied in this project, however future research with
larger more representative samples should examine moderated variable effects.
CONCLUSION #8: Consistent with the literature, results from analysis of
this sample showed that the new predictors studied here showed no practical
differences among race or gender subgroups.
RECOMMENDATION #5: Because predictors of professional effectiveness
are important, further research on these new types of tests should be vigorously
pursued.
59
d. Incremental Variance
In this research, we sought to determine whether a battery of tests could be
formed that would explain variance in ratings of actual lawyer performance. Initially, we
intended to examine whether the tests identified/developed for this project would yield
incremental variance (hierarchical moderated regression) above what the LSAT, UGPA
and Index score explain. However, given that the LSAT, UGPA and Index scores did not
demonstrate many correlations with the lawyering Effectiveness Factors, we undertook
step-wise regression analysis in which the order of entry into the analysis was
determined by statistical relationships among the predictors and their correlations with
the performance evaluations.
Table 23 presents the results of an analysis in which the LSAT, Index, HPI
scales, BIO, SJT, and OPT were allowed to enter in a step-wise multiple regression to
determine which combination, if any, of the predictors could explain Self-Appraisals of
performance on each of the 26 Effectiveness Factors as well as on the Global average
of all 26 dimensions. This table shows only those results that yielded significant
incremental variance. An overview of this table indicates that a combination of two tests,
and in some instances three tests, can produce multiple correlations with the
Effectiveness Factors (and Global average for performance) in the range of the mid .20s
to the high .30s. Tables 24 through 26 repeat the analytic strategy for Peer, Supervisor,
and Other rater subgroups respectively. The multiple correlations when Peers provided
the ratings (Table 24) ranged from about .15 to the mid .20s; for Supervisor ratings
(Table 25) the multiple correlations ranged from the high .10s to the low .20s; while the
multiple correlations for the Other ratings (Table 26) ranged from the mid .20s to the low
.30s.
Table 27 summarizes the results of these step-wise multiple regression analyses.
The main conclusion to be drawn from this summary is that SJT and BIO plus one or
60
more of the HPI scales (e.g., Ambition, or Interpersonal Sensitivity) yielded composites
that predicted lawyering performance on a relatively large number of Effectiveness
Factors. On the other hand, the LSAT and the Index did not demonstrate much value
along with or in addition to the other potential tests in predicting lawyering performance.
Taken as whole, the data suggest that SJT, BIO, HPI, and OPT have the best potential
to predict lawyer performance effectiveness..
CONCLUSION #9: In multiple regression analysis, SJT, BIO and several
HPI scales predicted many dimensions of Lawyering Effectiveness, whereas the
LSAT and Index Score did not.
RECOMMENDATION #6: Further research should focus strongly on OPT,
SJT, BIO and HPI predictors of professional performance.
9. Prediction of Lawyering Effectiveness in Law School
We obtained UGPA, LSAT, and Index scores on alumni participants as well as
their FYGPA in law school. These data provided us with the opportunity to replicate, in
part, the relationship between UGPA, LSAT, and Index with FYGPA. We could assess
whether the current limited samples (Berkeley and Hastings alumni) generated findings
consistent with the larger studies conducted under the auspices of the LSAC.
a. LSAC Components as Predictors of FYGPA in Law School
Traditionally, the LSAT, UGPA, and Index scores have been used to predict
FYGPA in law schools (c.f., Dalessandro et al., 2005; Stilwell et al., 2003; Wightman,
1993). Results show that the correlations between LSAT, UGPA, and Index Score with
FYGPA in law schools are .35, .28, and .25, respectively. The weighted composite of
LSAT and UGPA (the Index score) yields a correlation of .49 with FYGPA.
In determining the validity of the LSAT, UGPA, and Index Score for predicting
FYGPA for the current sample, we first examined the relationship between the law
school components and FYGPA as moderated by gender, ethnicity, and school. These
61
analyses were similar to those performed to assess the relationship between the LSAT,
UGPA, and Index Score and our Effectiveness Factors, particularly for whether there
were gender or race/ethnicity differences. As above, these analyses were undertaken
by conducting step-wise moderated regressions where the predictor (e.g., LSAT score)
was entered in the first step, the potential moderator (e.g., gender) was entered on the
second step, and the interaction of the two was entered on the third step. Evidence of
differential validity is determined when there is significant incremental variance on the
third step. Results of these analyses indicated no consistent practical differences.
Accordingly, subsequent analyses and results are reported mainly for the total sample,
with the exception that school differences are maintained to provide information for the
participants in this project
Table 28 shows the correlations between the traditional admissions predictors
and FYGPA for the total sample. These results showed reasonable consistency with
other research findings: the LSAT correlated .42 with FYGPA, UGPA correlated .21 with
FYGPA, and the Index correlated .42. The results for Berkeley grads (see Table 29)
were: LSAT correlated .49 with FYGPA, UGPA correlated .24 with FYGPA, and the
Index correlated .48 with FYGPA. For the Hastings sample (see Table 30), the results
were: LSAT correlated .43 with FYGPA, UGPA correlated .31 with FYGPA, and the
Index correlated .52 with FYGPA. The differences between the schools were not
practically significant.
The composite of LSAT and UGPA yielded a multiple correlation of .44 for the
total sample, .50 for Berkeley, and .53 for Hastings. In interpreting the data presented in
this section, note that this projects results are based on only two schools (Hastings and
Berkeley), whose percentages of ethnic minority participants is relatively small compared
to white participants, while the LSACs research findings are based on 165 schools. In
addition, the Index Score for this project was formed on the basis of a 50-50 weighting
62
while the LSAC-reported research used indices as specified by the individual schools.
Regardless of these caveats, it is reasonable to conclude that the current research
replicates the finding that the LSAT, UGPA, and Index scores are useful predictors of
FYGPA in law schools.
CONCLUSION #10: Results essentially replicated the validity of the LSAT,
UGPA, and Index Score for predicting FYGPA in our sample.
b. Tests Identified/Developed for this Project as Predictors of Law School
Performance
Tables 31-33 show the correlations between each of the predictors identified or
developed for this research and the FYGPA in law school, for the total sample, for
Berkeley and for Hastings, respectively. Addressing the scale scores on the HPI, the
results for the total sample (Table 31) showed that five (Adjustment, Ambition,
Sociability, Interpersonal Sensitivity, and Learning Approach) of the seven scales
correlated significantly with FYGPA, with the correlations ranging from 07 to .21. Of
particular interest, however, was the finding that all but Learning Approach had negative
correlations with FYGPA. The patterns of relationships were somewhat similar when
Berkeley (see Table 32) and Hastings (see Table 33) samples were differentiated. For
Berkeley, the pattern was the same as the total sample except that Adjustment was not
correlated with FYGPA; for Hastings, Ambition and Sociability were not related to
FYGPA.
For the 11 HDS scales, only Excitable correlated (.16) with FYGPA for the total
sample, Imaginative correlated (-.15) for the Berkeley sample and Excitable correlated
(.24) for the Hastings sample. For the 10 MVPI scales, only Hedonistic correlated (-.15)
with FYGPA for the total sample, while Altruistic (-.20) and Hedonistic (-.19) correlated
for Berkeley and Altruistic (.21) correlated for Hastings.
Of the remaining new scales, BIO correlated -.09, OPT correlated -.08, and ER
63
correlated .08 with FYGPA for the total sample. The SJT and SMS did not significantly
correlate with FYGPA; the ER did correlate (.12) only for the Berkeley sample. None of
these correlated for the Hastings sample.
CONCLUSION #11: Our new predictors showed few significant correlations
with FYGPA, and of those that did exist, many (especially HPI scales, OPT and
BIO) were negative.
c. Incremental Variance
In an attempt to determine whether any of the new predictors would yield
incremental validity beyond that which is obtained by the LSAT alone or by the Index
Score alone, hierarchical multiple regression was undertaken where tests were entered
on a second step after first entering LSAT (separate analyses for Index Score).
Significant increases in R2 would suggest the potential for formation of a predictive
battery of tests. Results indicated that five of the HPI scales (Adjustment, Ambition,
Sociability, Interpersonal Sensitivity, and Learning Approach) and the OPT scales
yielded significant increments above the LSAT, but each amounted to less than 1%.
For the Index, the results showed the same pattern, with the exception that
Adjustment did not add incremental variance. For those results in which there were
significant increments, the amounts were 1% or less.
CONCLUSION #12: New predictors added only slight (1%) incremental
validity to LSAT and Index Score prediction of law school performance.
d. Summary of Results: Predicting Law School Performance Measured by
Grades
In sum, the results for the LSAT, UGPA, and Index appeared to be good
predictors of the traditional FYGPA measure of performance for the current samples.
The new tests did not show consistently strong relationships on their own, or in
conjunction with the LSAT, UGPA, and Index measures.
64
65
B. STUDENT SAMPLE
1. Description of Sample
Table 34 presents the background characteristics of the student sample, which
included only Berkeley students; female (66%) and Caucasians (62.1%) who were in
their second year of law school (2L; 59.1%). The most desired future employment
setting for these students was a large firm (32.5%) with the intended types of practice
being varied: civil rights (10.3%), corporate and business transactions (9.9%),
intellectual property (8.9%), or criminal and criminal procedure (7.9%).
Note that the sample sizes of the minority student subgroups African-American
(7), Hispanic (19), Asian/Pacific Islander (32), and Native American (16) were quite
small compared to the number of Caucasians (126), making statistical comparisons of
each ethnic group to Caucasians statistically problematic.8 Accordingly, subsequent
race/ethnicity comparisons should be treated with extreme caution.
2. Basic LSAC Predictors and Law School Measures
Table 35 presents average and standard deviation results for the LSAT, UGPA,
and Index Score by total sample, gender, and race/ethnicity. Table 35 shows no real
difference in UGPA by gender or race; slightly higher LSAT scores for males and for
Caucasians compared to African-Americans and Hispanics. The Index, which is a
standardized score, and composed of the LSAT and UGPA scores, shows obviously
similar patterns to the UGPA and LSAT. Differences in FYGPA are almost nonexistent.9
3. New Test Measures Identified/Developed for the Current Research
This section presents the results for the different types of predictors identified or
8
The number of minority matriculants decreased substantially in the wake of Californias 1996 passage of
Proposition 209 banning affirmative action in state education and contracting. Recently, minority admit
numbers at Berkeley have risen but not to pre-Proposition 209 levels.
9
Berkeleys law grading system contributes to obscuring LGPA differences. 60% of each class must
receive a grade of Pass under the mandatory grading curve.
66
developed for this research project in order to broaden the types of abilities measured.
a. BIO and SJT
Table 36 presents the results for two of the tests that were tailor-made for this
research (BIO and SJT). Consistent with the literature on SJT and BIO formats (c.f.,
Clevenger et al., 2001), results shows no real differences as a function of gender or
race/ethnicity.
b. Hogan Personality Inventory (HPI)
Table 37 shows the HPI results for the various subgroups. Across the seven
scale scores provided by the HPI, the only modest patterns to emerge were that females
generally scored more positively on two dimensions (Interpersonal Sensitivity and
Prudence) while males scored more highly on Intellectance (r2s = .07) and also,
Caucasians scored somewhat higher on Adjustment than did African-Americans, though
lower on Sociability (differences were not significant). Overall, there were no consistent
patterns that suggested that one gender or race/ethnic group dominated on the set of
characteristics measured by the HPI.
c. Hogan Development Survey (HDS)
Table 38 presents the means and standard deviations for the 11 scale scores on
the HDS (because not all students took this test, the sample size for analysis was small
relative to those who took the HPI; N = 63 total). In general, no clear pattern of
differences between genders emerged; the sample sizes for race/ethnic comparisons
were too small to provide meaningful interpretation.
d. Motives, Values, Preferences Inventory (MVPI)
Table 39 presents the means and standard deviations for the 10 scales of the
MVPI (total sample of N = 60). Again, no patterns of consistent gender differences were
seen in the results; Hispanics had lower scores on four of the scales (Affiliation,
Altruistic, Power, and Tradition).
67
68
the LSAT, UGPA, Index measures and the new predictors (presented and discussed in
the next section).
CONCLUSION #15: Intercorrelations among the new predictors showed
that they measured traits that were relatively independent of one another.
5. Correlation among the LSAC Measures and the New Predictors
Table 41 also shows that the LSAT, UGPA, Index scores had correlations that
ranged from .00 to .36 with the new predictors studied in the project although
approximately 50% were below .10; also, a number of the correlations were negative.
The pattern of correlations found among the predictors suggests some degree of
independence. Non-overlap in the measures demonstrates that different traits and
abilities were being measured, creating the potential for the tests to predict different
aspects of performance. This means that a varied test battery might be constructed that
could explain significant incremental variance and measure a diverse set of abilities.
CONCLUSION #16: Traditional LSAT, UGPA, and Index Score on the one
hand, and new predictors on the other, measured abilities independent of one
another.
6. Ratings of Student Effectiveness
Tables 42 46 present the means, standard deviations, and sample sizes for
the measures of performance effectiveness as gathered from different sources Self
Appraisals, Peer, and Supervisor Appraisals as well as Other and All composites --,
displayed by total sample, gender, and race/ethnicity. Again, the total sample for the
performance effectiveness measures was approximately 150; small samples of minority
students suggest that race/ethnic group comparisons should be interpreted with caution.
Table 42, the Self Appraisals, shows females to be higher on 15 Effectiveness Factors
while males were higher on 11 Effectiveness Factors, but only three were significantly
different -- males were higher on Analysis and Reasoning, and Problem Solving;
69
females higher on Community Service. However, the differences were not very large;
the biggest difference was on the Community Service dimension where females were
.38 points higher than males (r2 = .06).
Table 43 presents the evaluation results provided by the Peers. These results
show that females were rated more highly on 16 of the dimensions, but only one is a
significant difference; the largest difference is on the Evaluation, Development, and
Mentoring performance dimension (.22 of a point; r2 = .04).
Table 44 presents the evaluation results provided by the Supervisors. Here we
see a change in pattern. Males received higher evaluations on 15 dimensions, with four
of the differences being significant; the largest difference was on the Evaluation,
Development, and Mentoring performance dimension (males scored .52 of a point
higher; r2 = .12).
Table 45 presents the evaluation results generated by averaging the ratings
provided by the Peers and Supervisors, the composite Other. These results show that
males were rated more highly on 16 of the dimensions, but only two were significantly
different. Males were rated higher on Analysis and Reasoning, while lower on
Community Service (r2 = .02 and .03, respectively).
Table 46 presents the evaluation results generated by averaging across all three
rater subgroups to form the All rating. These results show females achieving higher
ratings on 16 Effectiveness Factors, but only three were significantly different; the largest
difference was on the Community Service dimension where females were .26 points
higher than males; (r2 = .04).
The first row in each table (42 - 46) shows the average Global rating across the
26 Effectiveness Factors by which rater subgroup is summarized; these results showed
no statistically significant gender differences. This conclusion, however, illustrates the
potential loss of important information when data are averaged across a number of
70
factors. Although the Global averages show no statistically significant gender difference,
examining the five rater subgroups separately for each factor (tables 42 - 46), reveals
consistent pattern of differences between males and females. Males scored consistently
higher on 10 dimensions (Analysis and Reasoning; Creativity/Innovation; Problem
Solving; Researching the Law; Fact Finding; Influencing and Advocating; Writing;
Strategic Planning; Networking and Business Development; and Stress Management
while females were consistently higher on 11 dimensions (Practical Judgment;
Questioning and Interviewing; Listening; Organizing and Planning Ones Own Work;
Organizing and Managing Others Work; Able to see the World Through the Eyes of
Others; Providing Advice & Counsel & Building Client Relationships; Developing
Relationships within the Legal Profession; Passion and Engagement; Integrity/Honesty;
and Community Involvement and Service).
The tables also showed that, in general, (1) the averages were rather high, at the
4 point mark on a 5 point scale, and that (2) the Self Appraisals were lower on many of
the Effectiveness Factors than the Peer or Supervisor ratings.
CONCLUSION #17: Appraisals by various rater subgroups showed patterns
of gender difference with males or females higher on various Effectiveness
Factors, but only a few were statistically significant. The Global average over 26
Effectiveness Factors, regardless of rater subgroup, showed no significant
differences by gender.
RECOMMENDATION #8: In future research, preservation rather than
aggregation of subcategories should be the analytical strategy.
7. Intercorrelations among the Performance Rating Sources
Table 47 summarizes the agreement among the various rater subgroups. The
table shows that the correlations between Peers and Self across the 26 Effectiveness
Factors ranged from .02 to .37; for Self and Supervisor, the correlations ranged from .00
71
to .40; for Peers and Supervisor, the correlations ranged from -.04 to .40; for Self and
Other, the correlations ranged from .03 to .40; for Self and All the correlations ranged
from .51 to .78; for Peers and Other, the correlations ranged from .81 to .96; for Peers
and All, the correlations ranged from .71 to .90; for Supervisor and Other, the
correlations ranged from .72 to .89; for Supervisor and All, the correlations ranged from
.60 to .81; and, for All and Other, the correlations ranged from .86 to .94.
The results shown in Table 47 indicate low to moderate agreement when the
rater subgroups are treated separately (Self, Supervisor, and Peer). These results
provide further support for treating the rater groups separately for additional analyses.
Given the reliability results reported by Barrett (2008), Other and All are reasonable
combinations to study.
CONCLUSION #18: Analysis of separate rater subgroups showed low to
moderate agreement among them.
RECOMMENDATION #9: Doing separate analyses of various rater groups
should be continued in future research.
8. Prediction of Lawyering Effectiveness as Measured in Law School
Analysis of the student sample, like the alumni analysis, raises the same
question: how well do the LSAT, UGPA, and Index Score predict performance in law
school? But, more importantly, how well do they predict performance in law school other
than through grades? For the student sample, we adapted and/or asked raters to
analogize the 26 Effectiveness Factors developed for practicing attorneys to fit the
context and content of experiences that law students encounter. Thus, appraisals of
performance on the 26 Effectiveness Factors were not based on full-time job
performance, but on work in clinics, part-time law jobs, research assistance work for
faculty, student activities and groups, as well as on coursework.
72
10
This result may reflect inclusion of faculty appraisers, who likely put emphasis on cognitive skills within
factors like Creativity and Problem Solving i.e. intellectual creativity or intellectual problem solving.
73
74
the Effectiveness Factors such as Analysis and Reasoning and Researching the Law.
Overall, three to four HPI scales may offer benefit given that the correlations for
these scales with lawyer effectiveness are slightly higher than those found for the LSAT,
UGPA, and Index score predictors.
Table 50 shows the correlations between the HDS scales and the 26
Effectiveness Factors. The one scale that showed promise is Reserved which reflects
being remote and detached, and a lack of concern or awareness about others feelings.
This scale correlated with 10 of the 26 Effectiveness Factors, with a number of the
correlations being in the .30s to .50s, and in the expected negative direction. The
pattern suggested that those who lack concern for others are evaluated lower on
Effectiveness Factors such as Managing Others, Developing Relationships, Networking,
Community Service and Passion all dimensions that the scale would be expected to
predict.
Table 51 shows the correlations between the MVPI scales and the lawyer
Effectiveness Factors. Overall, the pattern of correlations did not suggest much value
for predicting student performance on lawyer Effectiveness Factors. Although an
individual scale such as Altruistic correlated with Community Service ranging from .29 to
.62, correlation patterns were insufficient to suggest the MVPI has value for predicting
student performance as measured by the 26 Effectiveness Factors.
Table 52 presents, in part, the correlations between the non-cognitive, nonpersonality predictors (SJT and BIO) and the Effectiveness Factors. The BIO score
correlated with Networking, Passion, and Community Service (range of .20s to .30s).
SJT patterns provided insufficient basis to value it for predicting success in law school as
measured by the Effectiveness Factors.
Table 52 also shows correlations between the SMS, OPT, and ER with the
Effectiveness Factors. The SMS had few substantial correlations, but it did correlate
75
positively with Speaking (where one likely wants to manage impressions; rs ranging
from .29 to .41) as well as with Networking (where one also wants to manage
impressions; rs ranging from .21 to .32), but negatively with Integrity (managing
impressions may negatively impact observers views of student integrity).
The OPT had positive patterns with four of the Effectiveness Factors -Networking; Evaluating, Developing, and Mentoring; Passion; and Stress Management
(rs basically in .20s, but reaching .48). OPT did correlate, however, with the HPI
Adjustment (r = .58) and Interpersonal Sensitivity (r = .49) scales thereby suggesting it
might be duplicative of the HPI. However, the OPT correlations with the four named
Effectiveness Factors are higher than the HPI correlations with those same factors and
would therefore be preferable to predict them.
The final measure, ER, did not show results that would suggest additional
research.
Overall, some of the new predictors identified or developed for this specific
research project displayed results that argue for additional research. They do so
because (1) they correlated with areas that were not predicted by the LSAT, UGPA, and
Index score, (2) their correlations were generally higher than the LSAT, UGPA, and
Index score showed for the Effectiveness Factors with which they correlated, and (3) as
noted earlier in the report, these predictors tend to not yield racial/ethnicity and gender
mean differences.
CONCLUSION #20: Certain new predictors showed significant correlations
with some Effectiveness Factors (3-4 of HPI scales; 1 of HDS scales; BIO, SMS,
and OPT); others did not.
RECOMMENDATION #10: Further research on the tests that are predictive
is especially warranted by the fact that they have higher correlations than LSAT,
UGPA and Index Scores, and race/gender results are neutral.
76
c. Moderator Variables
Given the small sample sizes, moderated regression was not undertaken for the
student sample.
d. Incremental Variance
Table 53 presents the results of an analysis in which the LSAT, Index, HPI
scales, BIO, SJT, and OPT were allowed to enter in a step-wise multiple regression.
The regression analysis sought to determine which combination (if any), of the predictors
could explain Self ratings of performance on the 26 dimensions. Table 53 shows only
the results that yielded significant incremental variance. An overview of the results for
this table indicated that a combination of two tests, and in one instance of four tests,
could produce multiple correlations with the 26 Effectiveness Factors and with the Global
average performance, ranging from the mid .30s to the low .60s. Tables 54 through 56
repeated the analytic strategy for Peer, Supervisor, and Other, respectively. These
tables showed similar patterns, though the multiple correlations approach the high .50s
and not the .60s.
Table 57 summarizes the results of the multiple regression analyses. The main
conclusion was that LSAT is a good predictor of performance for students in law school,
particularly when Supervisors, Other, and All are the criteria, but that other predictors,
such as some of the HPI scales and OPT might contribute to explained variance.
CONCLUSION #21: In multiple regression analysis, the LSAT is a relatively
good predictor of Effectiveness Factors for students: some of the HPI scales and
OPT might contribute to explanation of additional variance.
9. Prediction of Effectiveness in Law School As Measured by Grades
a. LSAC Components as Predictors of FYGPA in Law School
Table 58 shows the correlations between the LSAT, UGPA, and Index predictors
and FYGPA for the current total sample. The results for the total sample showed
77
reasonable consistency with the research findings: LSAT correlated .36 with FYGPA,
UGPA correlated .14 with FYGPA, and the Index correlated .40 with FYGPA.
As with our Alumni sample, the current research findings, which were based on
uncorrected correlations and with a restricted sample on all measures, replicated the
usefulness of the LSAT and Index as predictors of FYGPA in law schools.
b. Tests Identified/Developed for this Project as Predictors of Law School
Performance
Table 58 also shows the correlations between each of the predictors identified or
developed for this research project and the FYGPA in law school. Addressing the
subtests, the results showed that two (Prudence and Learning Approach) of the seven
subtests on the HPI correlate with FYGPA, with the correlations approximating .21. For
the 11 HDS scales, only Mischievous correlated (-.31) with FYGPA. For the 10 MVPI
scales, only Tradition correlated (.32) with FYGPA.
Of the remaining scales, SMS correlated .06, OPT correlated -.03, and ER
correlated .02 with FYGPA, respectively. The correlations of FYGPA with BIO and SJT
were -.05 and .11, respectively. None of these correlations was statistically significant.
c. Incremental Variance
Again, as with the Alumni sample, we undertook hierarchical multiple regression
to determine whether any of the new predictors yielded incremental validity beyond that
which was obtained by the LSAT alone or by the Index alone. Tests were entered on a
second step after first entering LSAT (separate analyses for Index). Significant
increases in R2 would suggest the potential for the formation of a battery. Results
indicated that only two scales, both HPI scales (Prudence and Intellectance), yielded
incremental explanatory variance. Prudence yielded a 7% increase and Intellectance
yielded a 2% increase. The Index results showed the same pattern.
78
VII. CONCLUSION
A. Basic Data, Further Research and Options for Use
For this research study, data were collected:
on multiple types of tests;
from a large sample of practicing lawyers and law-related workers;
with varied experience in terms of years, settings and practice areas;
including a modest number of minority practitioners and students;
and from peers, supervisors, and self asked to appraise these
practitioners current job performance on numerous dimensions. .
Our research results demonstrate that new tests have considerable potential to
predict lawyer effectiveness which could, in turn, make important contributions to law
school admissions decisions. Some of the new professional-performance-predicting
tests produced very significant correlations indeed. For example, BIO scores showed
correlations (in the .2s and .3s) with all Effectiveness Factors except Integrity and
Stress Management. SJT scores showed correlations with all Effectiveness Factors
79
other than Managing Others and Evaluation, Development, and Mentoring. The
correlations were generally in the .10s and low .20s. The impressive aspect of these
results was (1) the large number of Effectiveness Factors that were predicted by the BIO
and the SJT tests, and (2) that the correlations were generally higher, though moderately
so, than those between the LSAT and the small subset of Effectiveness Factors that
overlap with the LSAT and with which it had an expected relationship (e.g. Analysis and
Reasoning, Researching the Law, Writing).
We believe the exploratory data reported here make a compelling case for
undertaking large-scale, more definitive research. If the LSAC itself, or through
contractors, more broadly researched and refined the new test battery and then offered it
along with the LSAT, the Council could assure the new tests validity and perhaps also
recommend appropriate uses for the new scores. It could create a clearninghouse for
different schools to share their experiences with combining these new predictors with the
old.
The new tests used in conjunction with the LSAT and Index Score, could extend
prediction beyond law school grades to project success in the practice of law. The new
methods could predict professional performance using merit-based, theoretically justified
selection factors that are also more racially neutral than current tests in their admissions
processes. New measurements would also provide applicants, career placement
officials and employers with more information about applicants gifts and strengths.
If further research confirmed the validity of performance-predictive tests, then the
new measures would open up an array of valuable options in admission practices. Tests
have typically been used in top-down fashion, where the highest scores are selected
first. Other alternatives could be explored perhaps with a pilot segment of an
admissions class, or several: Member schools might, for example, use the LSAT and/or
Index score to set an academic floor and then use the new scores and other file
80
materials to rank applicants who surpass that floor. Or, a school might use the LSAT to
identify the top 20% (in terms of academic potential) and then combine the LSAT score
with one or several of the new test scores into a new type of Index, using the combined
information to admit applicants. Or, a school might wish to combine the Index Score and
new test scores from the beginning in order to assure that its has selected its student
body on the basis of relevant academic and performance-predictive factors, and has
increased diversity compared to admission policies that predominately emphasize LSAT
scores. Or, a school might establish minimum scores for each of multiple test
instruments and require that an applicant achieve that minimum score on each to gain
admission. In sum, the additional information supplied by the new scores could be used
in a variety of ways, only some of which are suggested here.
B. Potential Uses and Benefits
Table 59 draws upon the alumni sample studied in this research project to
illustrate the potential value of including new tests in admissions strategy. The table
shows the number of admits by gender and race that would result from use of
different instruments for admission decisions. To illustrate, if the LSAT were the only
admissions test, and if it were used in a top-down fashion where the scores are
presented in rank order, selection of the top 10% of the sample studied in this research
project would yield 116 admits, 54.3% of whom would be female and 85.3% of whom
would be white, .9% African-American, 4.3% Hispanic, and 6.9% Asian/Pacific Islander.
In another example, if the Index Score were the only determinant of admissions, and
were used in a top-down fashion to select 10% of this sample for admission, the chosen
applicants would be 52.7% female and 87.5% white, 0% African-American, 4.5%
Hispanic, and 6.3% Asian/Pacific Islander. By contrast, if the SJT were the only
determinant of selection (N = 80 rather than 116 because not all in the sample took the
SJT), 50% of the top 10% would be female and 68.8% white, with 7.5% being African-
81
82
explored ways to assess and predict many dimensions of professional effectiveness and
has yielded a rich harvest. We now briefly review developments in legal education that
have particular salience for admission policies:
(1) Recent Developments in Legal Education
a. Increased Applicant Pool
In 1950, two years after the first use of the LSAT, 6,750 tests were administered,
in 1955, 11,750. Shirley Abrahamson, Chief Justice of the Wisconsin Supreme Court,
described admission in the fifties:
When I went to law school, it was said that there were two requirements for
admission to most law schools: first, you had to have a college degree; and,
second, you had to be breathing. And either requirement might be waived
(Raushenbush, 1986).
In 2007-08, 142,331 LSAT tests were administered; 55,500 of 84,000 applicants were
admitted to some ABA accredited law school. (LSAC Volume Summary Applicants:
1997-2007, 2008). Today it is harder to get into law school than to pass the bar; thus
admissions decisions choose the nations lawyers.
b. Inclusion of Women and Minorities
After many decades of official or de facto near-exclusion of women and
minorities from legal education (Kidder, 2003), entry of these groups has enlarged the
pool of applicants, making competition more intense especially for white males. Schools
adopted various types of affirmative action to help offset past discrimination, cultural
stereotypes, and lack of educational preparation that had hampered these groups entry
into law in larger numbers. Additionally, larger numbers of international students are
coming to U.S. law schools.
c. Controversy and Litigation
A widening wealth gap, the erosion of the middle class, the fear of families that
83
their children may not keep up with parental hopes and expectations all contribute to
growing stress about gaining stable and remunerative work for the future. Many covet a
legal education as a pipeline to high salaries, status and important jobs. Public scrutiny
of admission policies is intense. Combat over affirmative action and other aspects of the
culture wars creates a constant threat of litigation over the fairness of admission
policies.
d. Rankings
When US News and World Report hit on the idea of ranking educational
institutions to sell magazines, few would have predicted the stunning impact those
rankings would have. Although disclosure of more information about schools is a good
thing, the competitive concerns of everyone involved have turned rankings fever into
an obsession. Higher rankings increase prestige, draw students, loosen alumni and
donor wallets, give faculty ego points, and raise leverage within the university.
Consequently, no matter where they place on the scale (except for a few iconoclasts like
CUNY, New College, or Northeastern), schools want to move up the charts. Each,
therefore, emulates those above them, from the bottom to the top of the scales.
e. The Place of Law Schools in Major Universities
Major research universities have increasingly decided that applied fields of study
belong in non-University settings. Training for professional practice in such fields as the
parish ministry, school teaching, architecture, and others have shifted to free-standing or
less prestigious educational institutions. Business, medical and law schools, however,
have been largely exempt from this trend. Increasingly, law faculties strive to be viewed
as intellectual peers of academic colleagues. Faculty hiring, promotion and salary
policies; student admission practices, and curricular policies reflect a significantly more
theoretical and quantitative intellectual agenda than in the past. Other than in clinical
programs, attention to training professionals for practice, examination of problems within
84
the profession and in societys provision of legal services garner less attention today
than might once have been thought possible.
2. These Changes Affect Admission Policies
Each of the above changes has affected admissions policy and practice -- mostly
in the direction of increasing the impact of the LSAT score on a candidates chances.
When a handful of Ivy League law schools created what became the LSAT, they sought
a tool to screen for legal aptitude and a method to evaluate degrees from a widening
and unfamiliar array of colleges (LaPiana, 2001). Never designed as the sole basis for
admission decisions, the test was, instead, a way to judge an individuals ability to
complete law study successfully. From that beginning, the LSAT score has become the
most important criterion in gaining admission to law school, especially at the more
prestigious schools. These schools graduate the lawyers who have the most opportunity
for money, prestige, and influence in many dimensions of American and increasingly,
global society. Lawyers protect and extend Americans wealth; occupy judicial positions;
constitute large percentages of legislators, governors, and presidents; advise and lead
corporations and non-profits; and represent the government in civil and criminal justice
systems. Today, although the LSAC continues formally to urge that the LSAT not be
overused in selecting among law school applicants, the tests actual influence on
admissions decisions is hard to overestimate. Examination of the factors described
above helps to explain why.
The increased number of law applicants, including relatively new minority,
women, and international contenders, makes selection more costly, time consuming and
difficult. The desire for efficiency, especially in expending faculty time, presses for
quicker methods of comparison. Nothing is quicker or easier than comparison of
standardized numeric indicators. Conflict about admissions criteria and appropriate
definitions of qualification and fairness have become more frequent and heated.
85
Facing scrutiny and debate, and fearing litigation, faculties find an objective method of
distinguishing among outstanding applicants appealing, especially at the top 30-50
schools. (Of course, the LSAT imports judgments about what constitutes merit in
selecting law students and legal professionals; specifically, the LSAT prefers cognitive
skills -- analysis, logic and reading -- over most anything else). Some evidence
suggests that even when schools make policies that aspire to assure that LSAT scores
should not drown out other indicators, test scores retain a greater weight than those
policies intend (Kidder, 2000).11
Rankings also create pressure to weigh LSAT scores more heavily. US News
and World Report considers a number of dimensions in its rankings of law schools, but
median LSAT scores of entering classes are the one that a school can most quickly and
directly affect. With law professors caring a great deal about how university peers
perceive them, and with law faculties more focused on and incented to emphasize
academic agendas over professional agendas, emphasis on narrow cognitive predictors
is very appealing (Rubin, 2008).
3. Problems Associated with Over Emphasis on LSAT Scores
At points in the last half of the twentieth century, tests like the LSAT have helped
to reduce subjective biases and improve access (e.g. religion, race, gender, attendance
at a lesser known colleges) to law school but, at present, strong questions must be
raised about the tests impact on law school admissions.
a. Misplaced Precision
The Law School Admission Council regularly admonishes schools not to overrely on the LSAT score, and to use other factors in addition to the test. But LSAT scores
11
In a study of UC law school admission statistics, Kidder (2000) found that in 1998, holding
undergraduate institution and major constant, for applicants who had GPAs of 3.75 or more, a 5 point
difference in LSAT score cut the chance of admission from 89% to 44% at Berkeley Law School; for the
same year at UCLA, the chance of admission dropped from 66% to 10%.
86
dominate todays admissions decisions. More applicants means more scores at most
points along the score scale. As scores cluster, decisions that depend heavily on test
outcomes will risk being less valid. Choices between individual scores tend to rest on
smaller actual differences, sometimes even leading decision-makers to distinguish
between scores that fall within the statistical error of measurement for the test. This
creates a potential fallacy of misplaced precision (the illusion of decisive precision),
especially when LSAT scores explain only about 25% of variance in first year grades.
b. Selection Bias
Over-reliance on the LSAT score may create what Christopher Jencks of Harvard
described as selection system bias (Jencks, 1998). Although items on the LSAT have
been carefully vetted several times for any bias embedded in the content of the
questions, the way schools use the LSAT has the potential to create race bias. Jencks
defines selection system bias as selection based disproportionately on some factor (call
it A) instead of or out of proportion to another factor (call it B), where A and B are (for
sake of easy illustration) equally important to the output sought, and A and B have
differing profiles of racial group performance. Disproportionate influence on A or B may
then unfairly skew selection outcomes. Law school admission offers a persuasive
example. Let A stand for cognitive, test-taking abilities and B for an array of factors
important to effective professional performance. Research shows that white students
outperform African-American, Hispanic, and other under-represented minority groups in
cognitive, school-skill type tests. Scores on such academic tests, including the LSAT,
are heavily correlated with socio-economic status and educational opportunity. By
contrast, research (including our own) suggests that racial groups perform similarly in
their jobs.
Using Jencks category to analyze admission practices, law schools that
overemphasize the LSAT score (A) and do not try to predict professional performance
87
88
schools emulates the ones above it to increase prestige, recruitment, and financial
support, the heavily academic orientation is not at all restricted to elite schools.
In the context of admissions, the faculty academic and research focus translates
into strong support for high reliance in admissions on academic criteria (LSAT and
grades). The result is that law schools weigh a standardized test score more heavily
than either a) other professional schools (like business and medicine) or b) graduate
academic departments (like philosophy, psychology, or economics) whose primary role
is to educate the next generation of academics in the field.
Second, as a consequence of more research focus and more dominant
academic criteria for admission, that new graduates will not be prepared to practice law
is a truism. Graduates know they must get a job with a well-resourced employer in order
to learn how to actually practice law. Students who want careers in public interest
organizations, with service or advocacy groups, in solo practice or with small law firms
face an ironic headwind. The employers they seek cannot afford, as a large corporate
firm can, to spend several years training recent graduates before they actually become
market-useful. Recent grads main utility for large firms is the prestige they confer by
dint of their graduation from good schools; their productivity need not be as high as their
salaries in the early years. This suggests that students job choices may potentially be
distorted by more than the magnet of high salaries offered by elite firms. If they do get
jobs they desire with less well-financed employers, or hang out their own shingle, they
face a difficult path to professional competency as a result of law schools emphasis on
research rather than professional competence. Their clients will also get less effective
services. Even if this distorting factor is small in percentage terms, large corporate firms
should not be subsidized by professional schools choices. Clinical programs now exist
at most law schools and go some ways to ameliorate the problem. But clinical programs
that receive equal time, pay and status, either for clinic professors or enrolled students,
89
are rare.
The discussion of academic research versus professional education need not
and should not be either/or. Both are essential to fulfillment of law school responsibilities
and opportunities. What is salient here is that both academic and professional indicators
should be included in admission decisions. Because effective academic indicators like
the LSAT are now the dominant force in admissions, exploration of professional
predictors should become the next major agenda for law school admissions.
90
VIII. REFERENCES
A.B.A. Section on Legal Education and Admissions to the Bar. (1992). Legal Education
and Professional Development: An Educational Continuum [MacCrate Report].
Allport, G. W. (1937). Personality: A psychological interpretation. New York: Holt.
Anthony, L. C., Harris, V. F., & Pashley, P. J. (1999). Predictive validity of the LSAT: A
national summary of the 1995-96 correlation studies (Law School Admission
Council LSAT Technical Research Report TR-97-01). Newtown, PA: Law School
Admission Services, Inc.
Anthony, L.C., & Liu, M. (2000). Analysis of differential prediction of law school
performance by racial/ethnic subgroups based on the 1996-1998 entering law
school classes (Law School Admission Council Technical Research Report TR00-02). Newton, PA: Law School Admission Services, Inc.
Aspinwall, L.G. ,& Taylor, S.E. (1992). Individual differences, coping, and psychological
adjustment: A longitudinal study of college adjustment and performance. Journal
of Personality and Social Psychology. 63, 989-1003.
Association of Mexican-American Educators v. California, 231 F.3d 572, 581-83 (9th Cir.
2000) (en banc).
Barrett, P. (2008). Some analyses of personality, academic, and performance rating
data from alumni and students with the faculty of law, University of California,
Berkeley. Tulsa, OK: Hogan Assessment Systems.
Barrick, M.R., & Mount, M.K. (1991) The Big Five personality dimensions and job
performance: A meta analysis. Personnel Psychology, 4, I-26.
Bentz, V.J. (1985, August). A view from the top: A thirty year perspective of research
devoted to discovery, description, and prediction of executive behavior: Paper
presented at the 93rd Annual Convention of the American Psychological
Association, Los Angeles.
91
Brissette, I., Scheier, M.F., & Carver, C.S. (2002). The role of optimism in social network
development, coping, and psychological adjustment during a life transition.
Journal of Personality and Social Psychology, 82(1), 102-111.
Caldwell, D. F, & O'Reilly, C. A. (1982). Boundary spanning and individual performance:
The impact of self-monitoring. Journal of Applied Psychology, 67, 124-127.
Caligiuri, P. M., & Day, D. V. (2000) Effects of self-monitoring on technical, contextual,
and assignment-specific performance. Group & Organization Management, 25,
154174.
Carver, C. S., & Scheier, M. F. (1981). Attention and self-regulation: A control-theory
approach to human behavior. New York: Springer-Verlag.
Carver, C. S., & Scheier, M. F. (2002). Optimism. In C. R. L. Snyder & S. J. Lopez
(Eds.), Handbook of positive psychology (pp. 231-243). New York: Oxford
University Press.
Chan, D., & Schmitt, N. (2002). Situational judgment and job performance. Human
Performance, 15(3), 233-254.
Chatman, J. (1991). Matching people and organizations: selection and socialization in
public accounting firms. Administrative Science Quarterly, 36, 459-484.
Clevenger, J., Pereira, G. M., Wiechmann, D., Schmitt, N., & Harvey-Schmidt, V. (2001).
Incremental validity of situational judgment tests. Journal of Applied Psychology,
86, 410417.
Dalessandro, S.P., Stilwell, L.A., & Reese, L.M. (2005). LSAT performance with regional,
gender, and racial/ethnic breakdowns: 1993-1994 through 1999-2000 testing
years (Law School Admission Council Research Report TR-00-01). Newton, PA:
Law School Admission Services, Inc.
Diaz, R. J., Glass, C. R., Ankoff, D. B., & Tanofsky-Kraff, M. (2001). Cognition, anxiety,
and prediction of performance in 1st-year law students. Journal of Educational
92
93
94
1978-1983, pp. 507-544, Newtown, PA: Law School Admission Services, Inc.
Makikangas, A., & Kinnunen, U. (2003). Psychosocial work stressors and well-being:
self-esteem and optimism as moderators in a one-year longitudinal sample.
Personality and Individual Differences, 35(3), 537-557.
McDaniel, M. A., Morgeson, F. P., Finnegan, E. B., Campion, M. A., & Braverman, E. P.
(2001). Predicting job performance using situational judgment tests: A
95
96
97
Schiltz, P.J. (1999). On Being a Happy, Healthy and Ethical Member of an Unhappy,
Unhealthy and Unethical Profession, Vanderbilt Law Review, 52, 871- 951.
Schmidt, F.L. (2002). The role of general cognitive ability and job performance: Why
there cannot be a debate. Human Performance, 15, 187-210.
Schmidt, F. L., & Hunter, J. E. (1981). Employment testing: Old theories and new
research findings. American Psychologist, 36, 1128-1137.
Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in
personnel psychology: Practical and theoretical implications of 85 years of
research findings. Psychological Bulletin, 124, 262-274.
Schmitt, N., Rogers, W., Chan, D., Sheppard, L.,& Jennings, D. (1997). Adverse impact
and predictive efficiency of various predictor combinations. Journal of Applied
Psychology, 82, 719730.
Schrader, W. B. (1977). Summary of law school validity studies, 1948-1975 (Report No.
LSAC-76-8). Law School Admission Council. Reports of LSAC Sponsored
Research: Volume III, 1975-1977, pp. 519-550, Princeton, NJ: Law School
Admission Council.
Shultz, M., & Zedeck, S. (2003). Phase I Final Report: Identification and Development
of Predictors for Successful Lawyering.
Slaski, M., & Cartwright, S. (2002). Health, performance and emotional intelligence: An
exploratory study of retail managers. Stress and Health, 18, 63-68
Smith, P. C., & Kendall, L. M. (1963). Retranslation of expectations: An approach to
the construction of unambiguous anchors for ratings scales. Journal of Applied
Psychology, 47, 149-155.
Snyder, M. (1974). Self-monitoring of expressive behavior. Journal of Personality and
Social Psychology, 30, 526-537.
Snyder, M. & Gangestad, S. (1986). On the nature of self-monitoring: matters of
98
99
100
APPENDICES
Table 1:
Descriptives for Alumni Sample: n = 1148
School
Sex
Ethnicity
Frequency
Percent
Hastings
410
35.7
Berkeley
738
64.3
Female
652
56.8
Male
496
43.2
Caucasian
786
68.5
African American
87
7.6
Hispanic
88
7.7
128
11.1
.4
Mixed Race/Ethnicity
39
3.4
Missing
15
1.3
1048
91.3
34
3.0
60
5.2
.5
-- Solo practice
125
10.9
131
11.4
102
8.9
55
4.8
191
16.6
-- Business
101
8.8
-- Non-profit
15
1.3
157
13.7
Asian/Pacific Islander
Native American
Currently
practice law?
Yes
Not currently, but have held a law or law-related job within the last 2
years
Not currently, and have NOT held a law or law-related job within the
last 2 years
Missing
Private Practice
In-house Counsel:
-- Small-medium firm
(11-50 attorneys total)
-- Medium firm
(51-150 attorneys total)
Government Practice
50
4.4
42
3.7
10
.9
35
3.0
.6
.8
-- Non-Law Academic
Administration, Library, or Services
.4
.3
.8
Organizational/Administrative,
Managerial or Policy Work
37
3.2
Missing
63
5.5
Under $50,000
107
9.3
$50,000 to $99,999
236
20.6
$100,000 to $149,999
303
26.4
$150,000 to $199,999
146
12.7
$200,000 to $249,999
87
7.6
$250,000 to $299,999
38
3.3
$300,000 to $349,999
38
3.3
$350,000 to $399,999
14
1.2
$400,000 to $499,999
30
2.6
87
7.6
Missing
62
5.4
Dispute Resolution
Academic/Education
Income
Frequency
Area of
Expertise/
Specialization
Percent
22
1.9
Taxation
16
1.4
Securities Transactions
12
1.0
Securities - Litigation
12
1.0
11
1.0
40
3.5
Professional Malpractice
.3
Privacy
.1
12
1.0
18
1.6
Municipal
17
1.5
Military
.2
Labor
32
2.8
International (Public)
.7
International (Private)
.6
Intellectual Property
72
6.3
Insurance
17
1.5
Immigration
14
1.2
Human Rights
.5
Housing (landlord-tenant)
.8
23
2.0
Family
47
4.1
.8
Environmental
40
3.5
Entertainment/ Sports
10
.9
Employment
75
6.5
.2
Disability
12
1.0
90
7.8
68
5.9
19
1.7
22
1.9
Consumer Protection
.6
Consumer
.5
Construction
.3
Constitutional
.6
.4
Communications
.3
Civil Rights
25
2.2
116
10.1
11
1.0
19
1.7
Appellate
27
2.4
Antitrust
16
1.4
.8
Administrative
20
1.7
Missing
124
10.8
Total
1148
100
Table 2:
Breakdown of Background Info by School (Alumni Only)
Sex
Ethnicity
Currently
practice law?
Hastings
Berkeley
Total
Males
242
410
652
Females
168
328
496
Total
410
738
1148
Caucasian
303
483
786
African American
19
68
87
Hispanic
19
69
88
Asian/Pacific Islander
49
79
128
Native American
Mixed Race/Ethnicity
12
27
39
Total
403
730
1133
Yes
368
680
1048
19
15
34
21
39
60
408
734
1142
61
64
125
61
70
131
36
66
102
21
34
55
40
151
191
-- Business
32
69
101
-- Non-profit
15
15
69
88
157
Private Practice
In-house Counsel:
Government Practice
Public Interest Practice
Work Setting
11
39
50
18
24
42
10
31
35
-- Non-Law Academic
Administration, Library, or
Services
Organizational/Administrative,
Managerial or Policy Work
12
25
37
Total
381
704
1085
Under $50,000
38
69
107
$50,000 to $99,999
111
125
236
$100,000 to $149,999
121
182
303
$150,000 to $199,999
54
92
146
$200,000 to $249,999
24
63
87
$250,000 to $299,999
30
38
$300,000 to $349,999
32
38
$350,000 to $399,999
12
14
$400,000 to $499,999
27
30
21
66
87
Total
388
698
1086
Dispute Resolution
Academic/Education
Income
Area of
Expertise/
Specialization
Hastings
Berkeley
Total
11
11
22
Taxation
16
Securities Transactions
12
Securities - Litigation
12
11
11
29
40
Professional Malpractice
Privacy
10
12
11
18
Municipal
17
Military
Labor
12
20
32
International (Public)
International (Private)
Intellectual Property
15
57
72
Insurance
17
Immigration
14
Human Rights
Housing (landlord-tenant)
18
23
Family
28
19
47
Environmental
12
28
40
Entertainment/ Sports
10
Employment
20
55
75
Disability
12
36
54
90
19
49
68
10
19
15
22
Consumer Protection
Consumer
Construction
Constitutional
Communications
Civil Rights
22
25
41
75
116
11
14
19
Appellate
13
14
27
Antitrust
12
16
Administrative
12
20
366
658
1024
Total
Table 3:
Means for School-Based Performance Measures (Alumni only)
Total
School
Hastings
UGPA
Mean
N
SD
Gender
Berkeley
Female
Ethnicity
Male
White
AfricanAmerican
Hispanic
Asian/
Pacific
Islander
3.46
3.34
3.50
3.48
3.42
3.51
3.10
3.27
3.51
1141
409
732
648
493
783
87
87
128
0.36
0.36
0.34
0.35
0.37
0.33
0.40
0.39
0.33
0.00
-0.31
0.17
-0.06
0.08
0.29
-1.27
-0.97
-0.12
1126
401
725
636
490
775
86
85
123
1.00
0.86
1.03
1.02
0.97
0.81
0.90
1.07
0.97
LSAT
score
(Zscore)
Mean
N
SD
LSAT
10-48
Mean
N
SD
41.23
39.93
41.80
40.68
41.99
42.54
34.96
35.90
41.52
274
83
191
158
116
196
23
20
21
4.62
3.86
4.81
4.81
4.25
3.47
4.05
6.16
4.13
Mean
N
SD
163.59
161.51
164.85
163.17
164.48
165.39
156.73
158.33
163.20
412
156
256
282
130
257
30
30
70
6.93
5.75
7.28
6.99
6.74
6.32
6.21
6.97
6.22
Mean
N
SD
660.36
629.90
678.12
659.43
661.11
687.84
530.70
567.11
627.97
440
162
278
196
244
322
33
35
32
88.77
80.61
88.62
90.88
87.23
66.16
77.42
84.05
99.31
Mean
N
SD
-0.12
-0.76
0.23
-0.11
-0.13
0.32
-2.41
-1.57
-0.09
1121
400
721
633
488
772
86
85
123
1.55
1.34
1.55
1.56
1.55
1.24
1.48
1.56
1.40
Mean
N
SD
2.78
2.88
2.72
2.75
2.81
2.93
2.23
2.28
2.63
1072
391
681
605
467
727
81
88
122
0.62
0.50
0.68
0.61
0.63
0.61
0.35
0.43
0.56
Mean
N
SD
2.87
2.94
2.84
2.86
2.89
3.02
2.35
2.38
2.71
1148
410
738
652
496
786
87
88
128
0.55
0.41
0.61
0.54
0.56
0.52
0.31
0.40
0.51
LSAT
120-180
LSAT
200-800
50/50
Index
(Zscore)
st
1 year
LGPA
Cumul
LGPA
Table 4:
Means for SJT and BIO
Total
School
Hastings
BIO mean
score
SJT mean
score
2.73
Gender
Berkeley
2.75
Female
2.76
Ethnicity
Male
White
2.72
AfricanAmerican
2.74
2.84
Hispanic
2.69
Asian/
Pacific
Islander
Mean
N
SD
2.74
2.76
711
260
451
397
314
497
47
52
73
0.43
0.43
0.43
0.42
0.44
0.43
0.40
0.45
0.40
Mean
N
SD
2.68
2.66
2.70
2.66
2.71
2.68
2.67
2.83
2.64
691
0.45
238
0.41
453
0.47
395
0.46
296
0.44
479
0.46
53
0.49
50
0.34
78
0.42
Table 5:
Means for Hogan Personality Inventory (HPI) (Alumni only)
Total
School
Hastings
HPI 1:
Adjustment
HPI 2
Ambition
HPI 3
Sociability
Mean
N
SD
Mean
N
SD
Mean
N
SD
HPI 4
Interpers.
Sensitivity
Mean
N
SD
HPI 5
Prudence
Mean
N
SD
HPI 6
Intellectance
HPI 7
Learning
Approach
Mean
N
SD
Mean
N
SD
Gender
Berkeley
Female
Ethnicity
Male
White
AfricanAmerican
Hispanic
Asian/
Pacific
Islander
22.91
22.83
22.95
22.45
23.51
23.02
24.45
23.23
21.56
915
324
591
519
396
644
65
62
99
6.61
6.94
6.43
6.61
6.58
6.64
6.42
5.96
6.32
21.82
21.91
21.77
21.63
22.08
21.74
22.72
22.48
21.26
915
324
591
519
396
644
65
62
99
5.02
4.98
5.05
5.13
4.87
5.05
4.91
5.36
4.62
13.19
13.38
13.08
12.88
13.59
13.03
13.72
13.23
13.25
915
324
591
519
396
644
65
62
99
4.79
4.74
4.82
4.84
4.69
4.70
4.83
4.79
5.11
17.78
17.95
17.68
18.18
17.26
17.75
18.40
18.21
17.52
915
324
591
519
396
644
65
62
99
3.23
3.05
3.32
3.13
3.29
3.20
2.94
3.09
3.18
18.20
18.01
18.31
18.64
17.63
18.23
18.37
18.52
18.03
915
324
591
519
396
644
65
62
99
4.06
4.06
4.06
3.93
4.17
4.04
4.49
4.26
3.83
14.74
15.25
14.47
14.08
15.61
14.71
13.52
15.24
14.90
915
324
591
519
396
644
65
62
99
4.30
4.49
4.17
4.33
4.11
4.23
4.61
4.33
4.43
10.45
10.20
10.59
10.52
10.36
10.71
9.06
9.90
10.07
915
324
591
519
396
644
65
62
99
2.44
2.54
2.37
2.39
2.50
2.32
2.62
2.28
2.61
Table 6:
Means for Hogan Development Survey (HDS) (Alumni only)
Total
School
Hastings
HDS 1
Excitable
HDS 2
Skeptical
HDS 3
Cautious
HDS 4
Reserved
HDS 5
Leisurely
HDS 6 Bold
HDS 7
Mischievous
HDS 8
Colorful
HDS 9
Imaginative
HDS 10
Diligent
HDS 11
Dutiful
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Gender
Berkeley
Female
Ethnicity
Male
White
AfricanAmerican
Hispanic
Asian/
Pacific
Islander
4.98
4.92
5.02
4.92
5.06
5.11
4.17
4.13
5.34
298
101
197
164
134
209
29
15
29
3.110
3.193
3.075
3.182
3.031
3.126
2.647
3.067
3.578
5.15
5.24
5.10
4.96
5.37
4.96
5.55
5.27
6.48
298
101
197
164
134
209
29
15
29
2.368
2.522
2.290
2.270
2.473
2.325
2.487
2.915
2.081
5.16
4.85
5.32
5.34
4.96
5.32
3.83
4.80
5.72
298
101
197
164
134
209
29
15
29
3.048
3.041
3.047
3.090
2.993
3.050
2.620
3.342
2.840
5.21
5.12
5.26
4.79
5.74
5.23
5.24
3.80
5.59
298
101
197
164
134
209
29
15
29
2.337
2.321
2.350
2.212
2.387
2.403
2.099
2.305
2.079
5.94
5.96
5.93
6.04
5.82
5.84
6.24
5.27
7.00
298
101
197
164
134
209
29
15
29
2.402
2.383
2.418
2.478
2.310
2.353
2.430
2.404
2.449
7.32
7.34
7.31
7.47
7.13
7.19
7.55
7.50
8.10
297
100
197
163
134
209
29
14
29
2.699
2.629
2.741
2.776
2.601
2.647
2.384
3.322
3.040
5.45
5.72
5.30
5.18
5.77
5.24
6.31
6.20
5.76
298
101
197
164
134
209
29
15
29
2.463
2.354
2.511
2.410
2.498
2.424
2.451
3.005
2.545
7.12
7.17
7.10
6.91
7.38
6.97
7.69
7.53
7.00
298
101
197
164
134
209
29
15
29
2.851
2.510
3.017
2.877
2.809
2.847
2.727
3.563
2.619
6.45
6.71
6.31
6.26
6.68
6.32
7.38
6.13
6.38
298
101
197
164
134
209
29
15
29
2.610
2.882
2.456
2.540
2.686
2.654
2.397
2.416
2.411
9.11
8.77
9.28
9.45
8.69
9.00
9.97
9.13
9.66
298
101
197
164
134
209
29
15
29
2.335
2.315
2.332
2.287
2.334
2.299
2.442
2.134
2.023
6.99
6.97
6.99
7.03
6.93
7.00
6.83
7.07
7.31
298
101
197
164
134
209
29
15
29
2.111
2.170
2.086
2.194
2.012
2.077
2.172
1.944
2.451
Table 7:
Means for Motives, Values, Preferences Inventory (MVPI) (Alumni only)
Total
School
Hastings
MVPI 1
Aesthetic
MVPI 2
Affiliation
MVPI 3
Altruistic
MVPI 4
Commercial
MVPI 5
Hedonistic
MVPI 6
Power
MVPI 7
Recognition
MVPI 8
Scientific
MVPI 9
Security
MVPI 10
Tradition
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Gender
Berkeley
Female
Ethnicity
Male
White
AfricanAmerican
Hispanic
Asian/
Pacific
Islander
40.42
40.76
40.22
40.73
40.01
40.38
41.21
41.00
39.86
266
100
166
153
113
189
19
23
28
8.073
8.137
8.052
7.929
8.281
8.039
6.965
8.965
8.847
47.35
47.70
47.14
47.71
46.88
47.29
46.47
48.04
46.57
266
100
166
153
113
189
19
23
28
6.118
5.473
6.483
5.493
6.871
5.953
5.368
6.568
7.295
51.36
50.92
51.62
52.61
49.66
51.05
52.21
52.35
51.39
266
100
166
153
113
189
19
23
28
7.115
7.147
7.104
6.541
7.529
7.586
6.771
6.005
5.336
38.29
39.38
37.63
36.86
40.21
37.84
39.47
38.17
40.57
266
100
166
153
113
189
19
23
28
6.990
6.913
6.974
6.494
7.202
6.858
6.222
8.217
7.515
38.12
39.23
37.45
37.76
38.60
37.57
39.00
38.91
40.43
266
100
166
153
113
189
19
23
28
7.448
7.610
7.291
7.684
7.122
7.457
7.165
6.417
8.421
44.00
44.31
43.81
42.92
45.47
43.46
44.63
44.83
45.64
266
100
166
153
113
189
19
23
28
7.418
7.664
7.284
7.313
7.338
7.654
4.991
8.467
6.561
40.98
41.51
40.66
40.16
42.10
40.93
40.68
38.48
41.79
266
100
166
153
113
189
19
23
28
7.459
6.764
7.851
7.511
7.274
7.475
7.212
6.734
7.671
41.81
41.31
42.11
40.84
43.12
42.04
38.05
41.30
42.86
266
100
166
153
113
189
19
23
28
8.091
7.973
8.171
7.911
8.184
7.866
7.877
10.227
7.966
40.59
39.70
41.13
41.41
39.50
40.55
39.53
40.74
42.46
266
100
166
153
113
189
19
23
28
7.549
7.287
7.674
7.030
8.102
7.179
9.985
7.898
7.724
46.02
46.17
45.93
46.43
45.46
45.79
47.42
46.17
46.21
266
100
166
153
113
189
19
23
28
5.777
5.885
5.727
5.686
5.877
5.767
6.301
5.024
6.652
Table 8:
Means for SMS, OPT, and ER
Total
School
Hastings
SMS total
score
OPT total
score
ER Sum
total score
Gender
Berkeley
Female
Ethnicity
Male
White
AfricanAmerican
Hispanic
Asian/
Pacific
Islander
15.28
15.13
15.37
14.99
15.65
15.12
15.45
15.63
15.44
702
255
447
394
308
490
47
51
73
4.60
4.72
4.53
4.52
4.68
4.67
4.30
4.40
4.39
Mean
N
SD
24.29
24.04
24.44
24.11
24.52
24.26
25.98
24.62
23.75
706
257
449
395
311
492
47
52
73
4.77
4.91
4.68
4.99
4.47
4.83
3.74
4.33
4.55
Mean
N
SD
36.69
36.70
36.69
38.07
34.98
36.81
35.78
37.43
36.30
878
314
564
486
392
620
65
61
90
9.19
9.27
9.16
9.16
8.96
8.78
10.97
8.42
10.95
Mean
N
SD
HPI 2 Ambition
HPI 3 Sociability
HPI 4 Interpersonal
Sensitivity
HPI 5 Prudence
HPI 6 Intellectance
HDS 1 Excitable
HDS 2 Skeptical
HDS 3 Cautious
HDS 4 Reserved
HDS 5 Leisurely
HDS 6 Bold
HDS 7 Mischievous
HDS 8 Colorful
HDS 9 Imaginative
HDS 10 Diligent
HDS 11 Dutiful
MVPI 1 Aesthetic
MVPI 2 Affiliation
MVPI 3 Altruistic
MVPI 4 Commercial
MVPI 5 Hedonistic
MVPI 6 Power
MVPI 7 Recognition
MVPI 8 Scientific
MVPI 9 Security
MVPI 10 Tradition
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
HPI 2
Ambition
.380**
.000
915
-.005
.883
915
.435**
.000
915
.420**
.000
915
.073*
.028
915
.045
.177
915
-.720**
.000
291
-.388**
.000
291
-.476**
.000
291
-.170**
.004
291
-.202**
.001
291
-.024
.682
290
-.012
.844
291
.027
.648
291
-.093
.114
291
-.158**
.007
291
-.052
.381
291
-.051
.408
266
.115
.060
266
.096
.119
266
-.160**
.009
266
-.144*
.019
266
-.145*
.018
266
-.226**
.000
266
.001
.990
266
-.197**
.001
266
.055
.376
266
.206**
.000
607
.098*
.017
594
-.137**
.001
607
.457**
.000
604
-.082*
.016
852
.378**
.000
915
.291**
.000
915
.068*
.040
915
.179**
.000
915
.092**
.005
915
-.484**
.000
291
-.029
.626
291
-.718**
.000
291
-.306**
.000
291
-.188**
.001
291
.321**
.000
290
.303**
.000
291
.414**
.000
291
.166**
.005
291
-.049
.408
291
-.242**
.000
291
.004
.947
266
.327**
.000
266
.020
.741
266
.203**
.001
266
-.018
.767
266
.357**
.000
266
.217**
.000
266
.066
.286
266
-.128*
.038
266
.070
.257
266
.375**
.000
607
.069
.093
594
.159**
.000
607
.471**
.000
604
-.050
.146
852
HPI 3
Sociability
.348**
.000
915
-.260**
.000
915
.323**
.000
915
.066*
.045
915
-.135*
.021
291
.016
.783
291
-.372**
.000
291
-.354**
.000
291
-.025
.671
291
.340**
.000
290
.455**
.000
291
.620**
.000
291
.367**
.000
291
-.071
.230
291
.075
.203
291
.206**
.001
266
.615**
.000
266
.148*
.016
266
.165**
.007
266
.433**
.000
266
.323**
.000
266
.505**
.000
266
-.018
.771
266
-.271**
.000
266
.019
.753
266
.195**
.000
607
-.065
.116
594
.500**
.000
607
.220**
.000
604
.009
.786
852
HPI 4
Interpersonal
Sensitivity
.304**
.000
915
.137**
.000
915
-.005
.874
915
-.446**
.000
291
-.359**
.000
291
-.285**
.000
291
-.563**
.000
291
-.101
.085
291
.154**
.008
290
.090
.125
291
.236**
.000
291
.102
.084
291
-.060
.307
291
.199**
.001
291
.172**
.005
266
.624**
.000
266
.368**
.000
266
-.082
.182
266
.112
.067
266
-.062
.310
266
.031
.619
266
-.129*
.035
266
-.153*
.013
266
.128*
.036
266
.225**
.000
607
.011
.788
594
.170**
.000
607
.289**
.000
604
.002
.953
852
HPI 5
Prudence
-.178**
.000
915
-.010
.766
915
-.314**
.000
291
-.322**
.000
291
-.017
.771
291
-.178**
.002
291
-.078
.186
291
-.007
.902
290
-.327**
.000
291
-.198**
.001
291
-.361**
.000
291
.235**
.000
291
.183**
.002
291
-.111
.070
266
.002
.979
266
.086
.163
266
-.064
.302
266
-.288**
.000
266
-.127*
.039
266
-.176**
.004
266
-.049
.430
266
.342**
.000
266
.112
.067
266
.100*
.014
607
.080*
.050
594
-.192**
.000
607
.101*
.013
604
-.042
.226
852
HPI 6
Intellectance
.193**
.000
915
-.072
.219
291
-.035
.553
291
-.119*
.042
291
-.047
.429
291
.046
.431
291
.117*
.046
290
.307**
.000
291
.170**
.004
291
.276**
.000
291
-.016
.783
291
-.003
.962
291
.351**
.000
266
.219**
.000
266
.209**
.001
266
.115
.062
266
.139*
.023
266
.143*
.020
266
.139*
.024
266
.493**
.000
266
-.261**
.000
266
.049
.430
266
.178**
.000
607
.049
.235
594
.210**
.000
607
.047
.252
604
.052
.126
852
HPI 7
Learning
Approach
-.002
.972
291
-.017
.779
291
.001
.983
291
.047
.424
291
.018
.755
291
.141*
.016
290
.021
.717
291
-.095
.104
291
.069
.241
291
.129*
.028
291
-.110
.062
291
.009
.887
266
.015
.809
266
.003
.956
266
.064
.297
266
-.004
.945
266
.127*
.038
266
.062
.311
266
.294**
.000
266
.093
.129
266
-.005
.939
266
.121**
.003
607
.032
.442
594
.071
.080
607
.038
.348
604
.026
.453
852
HDS 1
Excitable
.303**
.000
298
.490**
.000
298
.240**
.000
298
.172**
.003
298
-.020
.728
297
-.104
.073
298
-.122*
.036
298
.034
.558
298
.103
.077
298
.045
.443
298
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
-.264**
.001
147
.022
.787
151
.002
.981
147
-.539**
.000
147
.133*
.022
298
HDS 2
Skeptical
.072
.217
298
.162**
.005
298
.224**
.000
298
.183**
.002
297
.317**
.000
298
.039
.501
298
.110
.059
298
.186**
.001
298
-.050
.389
298
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.024
.777
147
.139
.088
151
.166*
.044
147
-.230**
.005
147
.071
.222
298
HDS 3
Cautious
.310**
.000
298
.284**
.000
298
-.242**
.000
297
-.341**
.000
298
-.400**
.000
298
-.152**
.008
298
.109
.061
298
.294**
.000
298
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
-.387**
.000
147
-.074
.369
151
-.031
.713
147
-.409**
.000
147
.127*
.028
298
HDS 4
Reserved
.201**
.000
298
-.098
.092
297
-.100
.084
298
-.303**
.000
298
-.056
.334
298
.005
.933
298
-.144*
.013
298
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
-.120
.147
147
-.198*
.015
151
-.232**
.005
147
-.152
.067
147
-.071
.222
298
HDS 5
Leisurely
.217**
.000
297
.121*
.037
298
.050
.388
298
.068
.242
298
.124*
.032
298
.025
.666
298
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.005
.952
147
.058
.476
151
.108
.193
147
-.061
.467
147
-.031
.599
298
HDS 6 Bold
.444**
.000
297
.439**
.000
297
.265**
.000
297
.176**
.002
297
-.014
.807
297
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.283**
.001
147
.193*
.018
150
.269**
.001
147
.256**
.002
147
.011
.852
297
HDS 7
Mischievous
.396**
.000
298
.347**
.000
298
.013
.823
298
-.033
.569
298
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.252**
.002
147
.179*
.028
151
.283**
.001
147
.200*
.015
147
-.006
.915
298
HDS 8
Colorful
.296**
.000
298
-.159**
.006
298
-.023
.690
298
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.251**
.002
147
.208*
.010
151
.482**
.000
147
.209*
.011
147
-.024
.682
298
HDS 9
Imaginative
.001
.984
298
-.064
.269
298
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.110
.185
147
.039
.631
151
.116
.161
147
.273**
.001
147
-.002
.970
298
HDS 10
Diligent
.109
.060
298
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
-.014
.869
147
.029
.723
151
-.063
.446
147
-.026
.750
147
.098
.092
298
HDS 11
Dutiful
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
-.184*
.026
147
.028
.736
151
.211*
.010
147
-.111
.182
147
.050
.393
298
MVPI 1
Aesthetic
.189**
.002
266
.351**
.000
266
-.069
.262
266
.184**
.003
266
.048
.433
266
.147*
.017
266
.146*
.017
266
-.080
.192
266
.127*
.039
266
.035
.691
135
.028
.749
131
.081
.348
135
.054
.531
135
.083
.177
266
MVPI 2
Affiliation
.319**
.000
266
.109
.076
266
.418**
.000
266
.177**
.004
266
.290**
.000
266
-.027
.660
266
-.137*
.025
266
.032
.600
266
.201*
.020
135
-.155
.077
131
.321**
.000
135
.250**
.003
135
.027
.662
266
MVPI 3
Altruistic
-.267**
.000
266
.031
.612
266
-.063
.306
266
-.067
.276
266
.065
.289
266
.021
.728
266
.413**
.000
266
.143
.098
135
-.029
.739
131
-.004
.961
135
-.001
.992
135
.042
.496
266
MVPI 4
Commercial
.244**
.000
266
.542**
.000
266
.356**
.000
266
.229**
.000
266
.209**
.001
266
-.082
.180
266
.011
.902
135
-.070
.428
131
.232**
.007
135
.015
.867
135
-.130*
.034
266
MVPI 5
Hedonistic
.282**
.000
266
.339**
.000
266
.055
.373
266
-.060
.329
266
-.175**
.004
266
-.035
.688
135
-.023
.793
131
.311**
.000
135
.044
.611
135
.047
.445
266
MVPI 6 Power
.550**
.000
266
.259**
.000
266
.090
.144
266
-.008
.901
266
.171*
.048
135
-.133
.130
131
.296**
.000
135
.100
.251
135
-.063
.307
266
MVPI 7
Recognition
.134*
.029
266
-.020
.741
266
-.070
.255
266
.110
.203
135
-.047
.598
131
.440**
.000
135
.114
.187
135
.027
.666
266
MVPI 8
Scientific
.135*
.028
266
.009
.878
266
.022
.800
135
-.019
.828
131
.126
.144
135
-.256**
.003
135
.121*
.048
266
MVPI 9
Security
.212**
.001
266
.024
.780
135
.090
.309
131
-.197*
.022
135
-.351**
.000
135
-.036
.558
266
MVPI 10
Tradition
.088
.311
135
-.080
.362
131
-.124
.153
135
.020
.821
135
-.098
.111
266
BIO mean
score
.103
.067
317
.112**
.003
702
.250**
.000
706
-.047
.260
584
SJT mean
score
-.129*
.022
315
.106
.062
312
-.063
.131
583
SMS total
score
.106**
.005
697
.081
.051
584
OPT total
score
-.061
.140
581
ER Sum
total score
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
.204**
.000
1121
.776**
.000
1121
Zscore:
Adjusted
LSAT score
.776**
.000
1121
Index 50/50
HPI 1 Adjustment
HPI 2 Ambition
HPI 3 Sociability
HPI 4 Interpersonal
Sensitivity
HPI 5 Prudence
HPI 6 Intellectance
HDS 1 Excitable
HDS 2 Skeptical
HDS 3 Cautious
HDS 4 Reserved
HDS 5 Leisurely
HDS 6 Bold
HDS 7 Mischievous
HDS 8 Colorful
HDS 9 Imaginative
HDS 10 Diligent
HDS 11 Dutiful
MVPI 1 Aesthetic
MVPI 2 Affiliation
MVPI 3 Altruistic
MVPI 4 Commercial
MVPI 5 Hedonistic
MVPI 6 Power
MVPI 7 Recognition
MVPI 8 Scientific
MVPI 9 Security
MVPI 10 Tradition
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Zscore:
Undergrad
GPA
-.070*
.035
911
-.011
.731
911
-.001
.973
911
.029
.390
911
.055
.095
911
-.099**
.003
911
.079*
.018
911
.121*
.038
297
-.040
.489
297
.188**
.001
297
-.087
.133
297
.005
.933
297
.010
.859
296
-.173**
.003
297
-.064
.275
297
-.046
.431
297
.121*
.037
297
.064
.269
297
-.016
.800
265
.071
.251
265
.053
.395
265
-.042
.494
265
-.059
.339
265
-.032
.607
265
-.094
.126
265
-.008
.895
265
.128*
.037
265
.001
.993
265
.037
.330
706
-.020
.595
688
.069
.068
698
-.029
.446
701
.067*
.046
874
Zscore:
Adjusted
LSAT score
-.013
.693
896
-.133**
.000
896
-.040
.228
896
-.131**
.000
896
-.028
.410
896
.064
.055
896
.367**
.000
896
.143*
.015
289
-.133*
.024
289
.263**
.000
289
.174**
.003
289
-.018
.767
289
-.058
.326
288
-.250**
.000
289
-.153**
.009
289
-.074
.212
289
-.028
.635
289
-.007
.900
289
-.056
.369
261
-.030
.634
261
.016
.794
261
-.139*
.025
261
-.077
.212
261
-.086
.166
261
.034
.584
261
.185**
.003
261
.013
.834
261
-.005
.940
261
-.087*
.021
699
-.066
.088
677
.008
.835
691
.007
.858
694
.112**
.001
859
Index 50/50
-.052
.123
893
-.093**
.006
893
-.026
.441
893
-.070*
.038
893
.019
.572
893
-.019
.573
893
.285**
.000
893
.174**
.003
288
-.109
.065
288
.300**
.000
288
.074
.209
288
-.015
.805
288
-.031
.602
287
-.271**
.000
288
-.149*
.011
288
-.078
.185
288
.063
.283
288
.030
.613
288
-.054
.386
260
.023
.717
260
.039
.535
260
-.125*
.045
260
-.091
.142
260
-.083
.181
260
-.036
.567
260
.122*
.050
260
.082
.185
260
.006
.923
260
-.040
.296
696
-.053
.170
675
.048
.205
688
-.005
.887
691
.120**
.000
856
Table 12:
Means for Self Appraisals (Alumni only)
Total
School
Hastings
Mean
N
SD
(2)
Creativity/
Innovation
(26)
Problem Solving
Mean
N
SD
(3)
Practical Judgment
Mean
N
SD
(6)
Researching the Law
Mean
N
SD
Communications
Mean
N
SD
(11)
Questioning and
Interviewing
(10)
Influencing and
Advocating
(8)
Writing
Mean
N
SD
(7)
Speaking
Mean
N
SD
(9)
Listening
Mean
N
SD
(13)
Strategic Planning
Mean
N
SD
(14)
Organizing and Managing
Ones Own Work
(15)
Organizing and Managing
Others
Mean
N
SD
(12)
Negotiation Skills
Mean
N
SD
(25)
Able to See the World
Through the Eyes of
Others
(18) Networking and
Business Development
Mean
N
SD
Client &
Business
Relations
Conflict
Resolutio
n
Planning and
Organizing
Mean
N
SD
(5)
Fact Finding
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
(17) Developing
Relationships within the
Legal Profession
(16) Evaluation,
Development, and
Mentoring
Mean
N
SD
(22)
Passion and Engagement
Mean
N
SD
(23)
Diligence
Mean
N
SD
(20)
Integrity/Honesty
Mean
N
SD
(21)
Stress Management
Mean
N
SD
(19)
Community Involvement
and Service
Mean
N
SD
(24)
Self-Development
Mean
N
SD
Working
with
Others
Character
Mean
N
SD
(1)
Analysis and Reasoning
Research &
Information
Gathering
Intellectual and
Cognitive
Mean
N
SD
4.135
874
0.362
4.307
856
0.490
4.208
785
0.612
4.223
858
0.503
4.317
834
0.509
4.164
822
0.532
4.201
833
0.538
4.074
793
0.563
4.196
836
0.516
4.325
868
0.563
4.175
853
0.648
4.215
852
0.508
4.098
789
0.591
4.098
866
0.668
4.141
778
0.623
4.028
783
0.584
4.211
859
0.482
3.680
726
0.811
4.336
813
0.471
4.241
840
0.528
4.093
699
0.550
4.034
861
0.757
4.040
844
0.597
4.521
855
0.397
3.985
864
0.637
3.749
812
0.861
3.929
857
0.605
4.120
303
0.376
4.260
296
0.527
4.215
263
0.614
4.185
298
0.541
4.301
289
0.515
4.120
283
0.519
4.212
295
0.528
4.056
276
0.564
4.202
290
0.502
4.250
302
0.586
4.163
298
0.661
4.202
292
0.513
4.096
276
0.598
4.118
302
0.665
4.169
267
0.635
4.016
275
0.567
4.195
298
0.512
3.677
254
0.835
4.358
288
0.498
4.238
290
0.549
4.093
237
0.546
3.963
300
0.776
4.029
292
0.601
4.515
297
0.430
3.983
299
0.669
3.684
278
0.901
3.938
297
0.625
Gender
Berkeley
4.143
571
0.354
4.331
560
0.468
4.205
522
0.611
4.243
560
0.481
4.325
545
0.506
4.187
539
0.538
4.195
538
0.544
4.084
517
0.563
4.193
546
0.524
4.365
566
0.547
4.181
555
0.642
4.221
560
0.505
4.099
513
0.588
4.088
564
0.670
4.126
511
0.616
4.034
508
0.593
4.219
561
0.466
3.681
472
0.798
4.324
525
0.456
4.242
550
0.517
4.093
462
0.553
4.072
561
0.744
4.045
552
0.596
4.524
558
0.379
3.986
565
0.619
3.783
534
0.839
3.924
560
0.594
Female
4.123
501
0.367
4.295
489
0.506
4.160
443
0.651
4.174
490
0.511
4.307
473
0.516
4.133
468
0.517
4.196
476
0.525
4.079
445
0.574
4.137
476
0.541
4.298
500
0.590
4.103
486
0.673
4.244
487
0.500
4.065
438
0.582
4.147
498
0.651
4.207
446
0.597
3.979
432
0.607
4.187
489
0.484
3.669
403
0.802
4.368
463
0.467
4.236
478
0.536
4.155
394
0.517
4.015
494
0.759
4.070
482
0.576
4.498
488
0.405
3.966
496
0.647
3.786
470
0.837
3.919
491
0.598
Ethnicity
Male
4.151
373
0.354
4.323
367
0.467
4.271
342
0.552
4.288
368
0.485
4.330
361
0.499
4.205
354
0.549
4.207
357
0.556
4.069
348
0.550
4.275
360
0.470
4.361
368
0.523
4.270
367
0.601
4.175
365
0.516
4.140
351
0.600
4.033
368
0.685
4.051
332
0.646
4.088
351
0.548
4.242
370
0.479
3.694
323
0.823
4.293
350
0.473
4.246
362
0.519
4.013
305
0.582
4.060
367
0.754
4.000
362
0.624
4.552
367
0.384
4.011
368
0.623
3.697
342
0.892
3.943
366
0.614
White
4.126
619
0.350
4.309
607
0.485
4.216
553
0.582
4.223
607
0.503
4.310
591
0.489
4.161
579
0.546
4.191
591
0.520
4.070
563
0.538
4.183
592
0.495
4.356
615
0.541
4.154
604
0.639
4.202
602
0.484
4.075
566
0.595
4.078
613
0.672
4.121
546
0.621
4.019
548
0.564
4.189
608
0.489
3.655
511
0.814
4.334
575
0.457
4.245
597
0.503
4.071
492
0.526
4.031
609
0.752
4.046
598
0.596
4.515
604
0.395
3.979
610
0.638
3.682
570
0.857
3.919
605
0.594
African
American
4.149
63
0.503
4.262
61
0.582
4.173
55
0.715
4.246
61
0.505
4.325
57
0.671
4.170
59
0.562
4.197
61
0.720
4.079
57
0.743
4.230
61
0.662
4.159
63
0.787
4.210
62
0.807
4.221
61
0.602
4.196
56
0.561
4.186
62
0.622
4.202
57
0.719
4.155
58
0.670
4.287
61
0.470
3.726
53
0.918
4.373
59
0.562
4.258
60
0.621
4.161
56
0.626
4.016
61
0.846
4.033
61
0.651
4.615
61
0.358
4.137
62
0.588
3.853
61
0.896
3.754
63
0.745
Hisp.
4.264
60
0.322
4.408
60
0.406
4.316
57
0.638
4.280
59
0.502
4.424
59
0.622
4.198
58
0.397
4.371
58
0.492
4.267
58
0.421
4.300
60
0.514
4.314
59
0.463
4.319
58
0.575
4.415
59
0.510
4.259
56
0.531
4.192
60
0.553
4.355
55
0.515
4.193
57
0.557
4.433
60
0.446
3.816
49
0.719
4.420
56
0.367
4.325
57
0.609
4.188
48
0.580
4.175
60
0.706
4.052
58
0.510
4.683
60
0.331
4.033
60
0.559
4.102
54
0.892
4.093
59
0.568
Asian
4.100
86
0.347
4.306
85
0.470
4.104
77
0.635
4.163
86
0.511
4.301
83
0.475
4.161
84
0.550
4.154
81
0.510
4.013
77
0.573
4.146
79
0.532
4.244
86
0.583
4.071
84
0.673
4.206
85
0.574
4.089
73
0.631
4.180
86
0.673
4.070
79
0.649
3.851
77
0.703
4.157
86
0.415
3.778
72
0.707
4.300
80
0.513
4.161
84
0.555
4.036
70
0.622
3.954
86
0.746
4.018
84
0.588
4.424
85
0.433
3.959
86
0.665
3.827
84
0.808
4.018
84
0.578
Table 13:
Means for Peer Appraisals (Alumni only)
Total
Communications
Planning and
Organizing
Conflict
Resolution
White
Ethnicity
Afr.
Hisp.
Amer.
Asian
4.325
869
0.394
4.264
296
0.445
4.357
573
0.362
4.312
496
0.385
4.343
373
0.407
4.335
609
0.364
4.346
65
0.383
4.323
58
0.487
4.262
94
0.476
(1)
Analysis and
Reasoning
Mean
N
SD
4.417
856
4.327
291
4.464
565
4.381
489
4.466
367
4.439
604
4.379
62
4.345
58
4.382
91
(2)
Creativity/
Innovation
Mean
N
SD
(26)
Problem Solving
Mean
N
SD
(3)
Practical Judgment
Mean
N
SD
0.481
4.332
786
0.613
4.404
850
0.494
4.327
838
0.608
0.537
4.246
262
0.634
4.324
289
0.552
4.297
283
0.613
0.444
4.375
524
0.598
4.446
561
0.457
4.342
555
0.605
0.483
4.310
443
0.605
4.366
484
0.499
4.318
476
0.574
0.476
4.361
343
0.622
4.456
366
0.485
4.338
362
0.650
0.450
4.360
555
0.569
4.417
598
0.462
4.327
594
0.600
0.561
4.287
54
0.672
4.418
61
0.538
4.386
59
0.536
0.621
4.338
57
0.764
4.408
57
0.506
4.298
57
0.713
0.534
4.173
81
0.710
4.341
91
0.600
4.270
88
0.663
(6)
Researching the
Law
Mean
N
SD
(5)
Fact Finding
Mean
N
SD
(11)
Questioning and
Interviewing
Mean
N
SD
4.355
816
0.545
4.402
824
0.497
4.255
752
0.546
4.258
275
0.596
4.327
280
0.540
4.216
260
0.526
4.403
541
0.511
4.441
544
0.469
4.276
492
0.556
4.338
460
0.528
4.368
474
0.507
4.247
426
0.533
4.376
356
0.566
4.449
350
0.480
4.267
326
0.563
4.382
574
0.513
4.424
578
0.484
4.255
528
0.513
4.285
58
0.417
4.358
58
0.500
4.319
58
0.583
4.304
56
0.657
4.335
56
0.590
4.297
53
0.566
4.267
91
0.722
4.369
90
0.518
4.156
77
0.684
(10)
Influencing and
Advocating
Mean
N
SD
(8)
Writing
Mean
N
SD
(7)
Speaking
Mean
N
SD
(9)
Listening
Mean
N
SD
4.333
835
0.531
4.329
827
0.605
4.312
844
0.582
4.335
836
0.530
4.260
286
0.571
4.205
280
0.698
4.259
284
0.612
4.322
283
0.528
4.371
549
0.505
4.392
547
0.541
4.339
560
0.566
4.341
553
0.532
4.312
474
0.533
4.292
470
0.601
4.259
482
0.592
4.330
474
0.510
4.359
361
0.527
4.378
357
0.607
4.383
362
0.562
4.341
362
0.557
4.353
588
0.497
4.364
583
0.570
4.320
592
0.538
4.328
588
0.528
4.288
59
0.570
4.291
61
0.436
4.316
64
0.646
4.429
60
0.485
4.325
57
0.620
4.269
54
0.766
4.351
57
0.736
4.295
56
0.580
4.239
89
0.623
4.214
91
0.724
4.259
88
0.619
4.341
91
0.578
(13)
Strategic Planning
Mean
N
SD
(14) Organizing
and Managing
Ones Own Work
Mean
N
SD
(15)
Organizing and
Managing Others
Mean
N
SD
4.338
792
0.522
4.306
834
0.619
4.331
730
0.610
4.263
262
0.573
4.267
288
0.644
4.246
242
0.656
4.375
530
0.491
4.327
546
0.604
4.374
488
0.582
4.310
450
0.507
4.319
480
0.602
4.356
417
0.575
4.375
342
0.540
4.289
354
0.641
4.298
313
0.653
4.356
557
0.482
4.317
587
0.593
4.322
515
0.593
4.349
58
0.473
4.275
60
0.528
4.380
54
0.557
4.389
54
0.590
4.232
55
0.787
4.255
51
0.812
4.193
87
0.710
4.315
92
0.714
4.362
78
0.619
(12)
Negotiation Skills
Mean
N
SD
Mean
N
SD
4.303
718
0.514
4.315
835
0.529
4.267
240
0.539
4.304
284
0.532
4.321
478
0.500
4.321
551
0.529
4.246
401
0.508
4.337
478
0.499
4.375
317
0.512
4.286
357
0.567
4.289
502
0.521
4.299
586
0.527
4.338
57
0.437
4.480
61
0.426
4.298
52
0.608
4.321
56
0.515
4.373
71
0.485
4.313
91
0.599
(18) Networking
and Business
Development
Mean
N
SD
Mean
N
SD
4.217
721
0.690
4.435
787
0.483
4.204
245
0.687
4.407
270
0.506
4.224
476
0.693
4.449
517
0.469
4.199
403
0.700
4.439
442
0.456
4.241
318
0.678
4.429
345
0.515
4.222
499
0.684
4.427
550
0.475
4.274
53
0.706
4.483
57
0.438
4.283
45
0.745
4.486
55
0.452
4.118
85
0.680
4.401
86
0.599
4.418
848
4.371
286
4.442
562
4.433
482
4.398
366
4.394
594
4.585
62
4.388
56
4.460
93
0.567
4.294
666
0.607
0.596
4.221
214
0.672
0.550
4.329
452
0.571
0.527
4.317
382
0.601
0.615
4.263
284
0.615
0.574
4.276
471
0.599
0.415
4.430
50
0.490
0.674
4.261
45
0.719
0.556
4.308
69
0.673
4.329
847
0.636
4.332
834
0.555
4.673
849
0.438
4.159
830
0.609
4.294
705
4.256
285
0.678
4.265
280
0.597
4.636
286
0.497
4.159
283
0.651
4.237
228
4.365
562
0.611
4.366
554
0.529
4.692
563
0.404
4.159
547
0.587
4.322
477
4.308
483
0.644
4.337
471
0.534
4.665
484
0.416
4.128
477
0.590
4.348
414
4.357
364
0.625
4.325
363
0.581
4.684
365
0.465
4.201
353
0.632
4.217
291
4.343
591
0.602
4.367
585
0.511
4.704
597
0.396
4.148
582
0.609
4.266
478
4.381
63
0.700
4.354
60
0.418
4.684
61
0.461
4.225
61
0.532
4.313
56
4.444
58
0.576
4.210
56
0.774
4.605
57
0.524
4.156
56
0.642
4.467
53
4.172
93
0.738
4.231
92
0.661
4.519
92
0.589
4.135
89
0.671
4.284
82
0.709
4.181
788
0.590
0.772
4.126
271
0.625
0.676
4.209
517
0.569
0.663
4.171
454
0.583
0.764
4.195
334
0.600
0.729
4.171
548
0.579
0.607
4.217
61
0.575
0.607
4.259
53
0.620
0.750
4.187
87
0.640
Client &
Business
Relations
Working
with Others
Character
Gender
Female
Male
Mean
N
SD
Research &
Information
Gathering
Intellectual and
Cognitive
School
Hastings
Berkeley
(17) Developing
Relationships
within the Legal
Profession
(16) Evaluation,
Development, and
Mentoring
Mean
N
SD
Mean
N
SD
Passion and
Engagement (22)
Mean
N
SD
(23)
Diligence
Mean
N
SD
(20)
Integrity/Honesty
Mean
N
SD
(21)
Stress
Management
(19)
Community
Involvement and
Service
Mean
N
SD
(24)
Self-Development
Mean
N
SD
Mean
N
SD
Table 14:
Means for Supervisor Appraisals (Alumni only)
Total
Communications
Planning and
Organizing
Conflict
Resolution
White
Ethnicity
Afr.
Hisp.
Amer.
Asian
4.259
780
4.196
263
4.291
517
4.244
459
4.279
321
4.268
552
4.248
50
4.346
56
4.181
87
0.452
0.453
0.448
0.449
0.456
0.432
0.521
0.381
0.545
(1)
Analysis and
Reasoning
Mean
N
SD
(2)
Creativity/
Innovation
Mean
N
SD
(26)
Problem Solving
Mean
N
SD
(3)
Practical Judgment
Mean
N
SD
4.300
771
0.600
4.230
688
0.648
4.295
757
0.561
4.230
756
0.666
4.204
262
0.598
4.131
220
0.654
4.204
252
0.572
4.186
255
0.693
4.349
509
0.595
4.276
468
0.640
4.340
505
0.550
4.253
501
0.651
4.254
452
0.589
4.169
405
0.666
4.251
445
0.570
4.208
446
0.658
4.364
319
0.609
4.317
283
0.611
4.357
312
0.543
4.262
310
0.677
4.336
547
0.567
4.265
489
0.606
4.318
535
0.540
4.239
539
0.657
4.225
49
0.658
4.261
44
0.675
4.255
48
0.540
4.314
47
0.642
4.299
56
0.628
4.153
49
0.819
4.327
55
0.531
4.282
54
0.639
4.152
84
0.673
4.103
75
0.702
4.176
84
0.695
4.133
81
0.741
(6)
Researching the
Law
Mean
N
SD
(5)
Fact Finding
Mean
N
SD
(11)
Questioning and
Interviewing
Mean
N
SD
4.286
731
0.593
4.335
740
0.544
4.198
649
0.548
4.184
245
0.572
4.269
246
0.562
4.151
222
0.544
4.337
486
0.598
4.367
494
0.533
4.222
427
0.550
4.247
430
0.586
4.329
436
0.536
4.191
384
0.552
4.341
301
0.600
4.343
304
0.557
4.208
265
0.543
4.321
518
0.562
4.336
523
0.521
4.209
458
0.518
4.114
46
0.734
4.319
47
0.616
4.263
40
0.503
4.340
50
0.416
4.462
53
0.556
4.293
47
0.458
4.148
83
0.759
4.280
83
0.608
4.090
72
0.736
(10) Influencing
and Advocating
Mean
N
SD
(8)
Writing
Mean
N
SD
(7)
Speaking
Mean
N
SD
(9)
Listening
Mean
N
SD
4.247
749
0.578
4.243
750
0.668
4.218
749
0.645
4.283
754
0.578
4.188
251
0.585
4.114
252
0.677
4.162
250
0.671
4.221
254
0.589
4.277
498
0.573
4.308
498
0.654
4.246
499
0.630
4.315
500
0.570
4.209
437
0.582
4.206
441
0.676
4.186
441
0.654
4.266
447
0.594
4.301
312
0.569
4.296
309
0.653
4.263
308
0.630
4.309
307
0.553
4.257
536
0.586
4.284
534
0.641
4.217
534
0.639
4.281
533
0.564
4.322
45
0.418
4.037
47
0.901
4.378
49
0.492
4.393
49
0.612
4.370
54
0.447
4.175
53
0.525
4.326
53
0.596
4.436
55
0.549
4.084
80
0.661
4.154
81
0.762
4.139
79
0.753
4.223
82
0.631
(13)
Strategic Planning
Mean
N
SD
(14) Organizing
and Managing
Ones Own Work
Mean
N
SD
(15)
Organizing and
Managing Others
Mean
N
SD
4.233
703
0.565
4.236
763
0.696
4.255
649
0.689
4.165
236
0.592
4.173
254
0.694
4.229
216
0.641
4.267
467
0.548
4.267
509
0.696
4.269
433
0.712
4.225
409
0.539
4.240
453
0.711
4.262
380
0.701
4.244
294
0.600
4.229
310
0.675
4.246
269
0.673
4.240
503
0.567
4.254
539
0.692
4.281
470
0.666
4.216
44
0.597
4.097
49
0.575
4.149
37
0.843
4.388
49
0.482
4.232
55
0.694
4.200
45
0.762
4.135
76
0.554
4.238
85
0.731
4.246
68
0.630
(12)
Negotiation Skills
Mean
N
SD
Mean
N
SD
4.194
659
0.565
4.244
743
0.583
4.132
223
0.588
4.198
252
0.618
4.226
436
0.551
4.268
491
0.563
4.154
381
0.565
4.222
439
0.614
4.249
278
0.561
4.276
304
0.534
4.185
477
0.572
4.229
527
0.588
4.311
41
0.457
4.346
47
0.459
4.292
48
0.544
4.288
53
0.585
4.176
64
0.604
4.272
81
0.606
(18) Networking
and Business
Development
Mean
N
SD
Mean
N
SD
4.139
635
0.707
4.390
686
0.520
4.101
221
0.700
4.352
228
0.552
4.159
414
0.711
4.408
458
0.504
4.122
364
0.710
4.389
403
0.507
4.162
271
0.703
4.391
283
0.540
4.099
459
0.724
4.389
491
0.529
4.211
38
0.708
4.454
43
0.391
4.354
41
0.657
4.422
48
0.400
4.254
68
0.609
4.365
72
0.587
4.350
758
4.304
257
4.373
501
4.344
448
4.358
310
4.325
540
4.458
48
4.457
52
4.431
83
0.616
4.228
572
0.588
0.576
4.219
192
0.555
0.634
4.233
380
0.604
0.607
4.227
332
0.593
0.628
4.229
240
0.581
0.627
4.241
405
0.578
0.570
4.283
38
0.731
0.624
4.225
40
0.588
0.546
4.206
62
0.509
4.367
760
0.604
4.315
758
0.572
4.668
758
0.434
4.128
736
0.605
4.297
623
0.695
4.172
731
0.587
4.307
256
0.633
4.196
254
0.575
4.613
257
0.448
4.100
247
0.602
4.204
207
0.737
4.155
243
0.547
4.398
504
0.587
4.375
504
0.561
4.696
501
0.424
4.142
489
0.607
4.344
416
0.669
4.180
488
0.606
4.388
451
0.597
4.315
447
0.580
4.638
445
0.467
4.095
436
0.599
4.341
370
0.670
4.166
431
0.570
4.338
309
0.614
4.314
311
0.561
4.710
313
0.378
4.176
300
0.611
4.233
253
0.727
4.180
300
0.611
4.369
537
0.606
4.313
535
0.554
4.685
539
0.440
4.116
524
0.610
4.238
443
0.736
4.173
517
0.588
4.311
49
0.624
4.260
49
0.593
4.698
48
0.428
4.244
45
0.496
4.535
43
0.571
4.138
49
0.660
4.565
54
0.459
4.420
56
0.520
4.667
54
0.429
4.168
52
0.630
4.604
41
0.524
4.250
50
0.539
4.274
85
0.642
4.289
83
0.655
4.583
84
0.420
4.103
80
0.657
4.351
69
0.506
4.173
81
0.568
Client &
Business
Relations
Working
with Others
Character
Gender
Female
Male
Mean
N
SD
Research &
Information
Gathering
Intellectual and
Cognitive
School
Hastings
Berkeley
(17) Developing
Relationships
within the Legal
Profession
(16) Evaluation,
Development, and
Mentoring
Mean
N
SD
Mean
N
SD
Passion and
Engagement (22)
Mean
N
SD
(23)
Diligence
Mean
N
SD
(20)
Integrity/Honesty
Mean
N
SD
(21)
Stress
Management
Mean
N
SD
(19) Community
Involvement and
Service
Mean
N
SD
(24)
Self-Development
Mean
N
SD
Table 15:
Means for Other (Peer + Supervisor) Appraisals (Alumni only)
Total
Mean
N
SD
Mean
N
SD
(2)
Creativity/
Innovation
(26)
Problem Solving
Mean
N
SD
(3)
Practical Judgment
Mean
N
SD
Mean
N
SD
Mean
N
SD
(11) Questioning
and Interviewing
Mean
N
SD
(10) Influencing
and Advocating
Mean
N
SD
(8)
Writing
Mean
N
SD
(7)
Speaking
Mean
N
SD
(9)
Listening
Mean
N
SD
(13)
Strategic Planning
Mean
N
SD
(14) Organizing
and Managing
Ones Own Work
(15)
Organizing and
Managing Others
Mean
N
SD
(12)
Negotiation Skills
Mean
N
SD
Mean
N
SD
Client &
Business
Relations
Mean
N
SD
Mean
N
SD
Mean
N
SD
(17) Developing
Relationships
within the Legal
Profession
(16)Evaluation,
Development, and
Mentoring
Mean
N
SD
Passion and
Engagement (22)
Mean
N
SD
(23)
Diligence
Mean
N
SD
(20)
Integrity/Honesty
Mean
N
SD
(21)
Stress
Management
(19) Community
Involvement and
Service
Mean
N
SD
(24)
Self-Development
Mean
N
SD
Working
with
Others
Character
Mean
N
SD
(5)
Fact Finding
Conflict
Resolutio
n
Planning and
Organizing
Communications
Research &
Information
Gathering
Intellectual and
Cognitive
Mean
N
SD
Mean
N
SD
4.285
981
0.377
4.349
973
0.488
4.273
923
0.574
4.345
967
0.460
4.274
963
0.541
4.310
958
0.502
4.363
956
0.457
4.223
903
0.490
4.284
964
0.491
4.282
952
0.551
4.261
963
0.532
4.311
957
0.465
4.273
932
0.482
4.263
961
0.591
4.288
875
0.583
4.243
879
0.487
4.279
958
0.463
4.157
878
0.653
4.406
921
0.439
4.374
969
0.516
4.244
817
0.560
4.337
971
0.563
4.305
958
0.510
4.659
963
0.384
4.150
954
0.534
4.253
872
0.678
4.157
947
0.533
School
Hastings
Berkeley
4.226
339
0.400
4.262
336
0.497
4.196
311
0.582
4.268
334
0.500
4.246
330
0.540
4.219
331
0.506
4.298
327
0.455
4.192
312
0.469
4.226
332
0.504
4.177
330
0.571
4.212
331
0.557
4.272
329
0.464
4.210
319
0.509
4.218
332
0.574
4.243
301
0.592
4.206
298
0.497
4.263
330
0.478
4.145
307
0.635
4.379
317
0.445
4.331
334
0.506
4.205
272
0.597
4.264
334
0.603
4.218
328
0.542
4.610
330
0.424
4.140
328
0.566
4.170
294
0.748
4.120
323
0.536
4.316
642
0.361
4.395
637
0.477
4.312
612
0.567
4.385
633
0.432
4.289
633
0.541
4.358
627
0.493
4.397
629
0.455
4.239
591
0.500
4.314
632
0.481
4.337
622
0.533
4.287
632
0.518
4.331
628
0.464
4.305
613
0.464
4.286
629
0.598
4.311
574
0.577
4.262
581
0.481
4.287
628
0.455
4.164
571
0.663
4.420
604
0.435
4.397
635
0.521
4.263
545
0.540
4.376
637
0.537
4.351
630
0.487
4.685
633
0.359
4.156
626
0.517
4.296
578
0.637
4.176
624
0.531
Gender
Female
Male
4.268
567
0.367
4.308
560
0.470
4.230
528
0.571
4.301
557
0.466
4.257
555
0.519
4.280
551
0.489
4.340
551
0.461
4.212
518
0.480
4.256
553
0.492
4.243
550
0.557
4.209
558
0.534
4.299
550
0.452
4.258
533
0.445
4.274
558
0.586
4.301
504
0.581
4.201
496
0.457
4.278
554
0.456
4.124
506
0.670
4.408
523
0.414
4.381
557
0.485
4.254
469
0.540
4.333
562
0.574
4.313
551
0.500
4.641
556
0.387
4.114
553
0.534
4.303
509
0.652
4.149
548
0.512
4.307
414
0.390
4.406
413
0.506
4.330
395
0.575
4.403
410
0.446
4.297
408
0.569
4.351
407
0.515
4.395
405
0.451
4.238
385
0.504
4.320
411
0.487
4.335
402
0.540
4.333
405
0.522
4.326
407
0.481
4.292
399
0.526
4.247
403
0.597
4.270
371
0.585
4.298
383
0.519
4.281
404
0.473
4.203
372
0.627
4.403
398
0.471
4.365
412
0.556
4.231
348
0.586
4.343
409
0.547
4.295
407
0.524
4.684
407
0.379
4.200
401
0.531
4.184
363
0.709
4.168
399
0.562
White
4.296
681
0.348
4.381
677
0.442
4.311
647
0.511
4.363
672
0.422
4.276
675
0.519
4.334
672
0.477
4.379
666
0.432
4.227
629
0.454
4.301
671
0.457
4.319
667
0.514
4.268
671
0.497
4.305
668
0.451
4.289
653
0.453
4.284
669
0.549
4.293
613
0.561
4.229
615
0.481
4.263
670
0.459
4.142
614
0.660
4.395
644
0.442
4.348
677
0.527
4.238
565
0.548
4.341
673
0.540
4.329
665
0.472
4.687
671
0.355
4.143
664
0.530
4.201
600
0.712
4.149
657
0.531
Ethnicity
Afr.
Hisp.
Amer.
4.292
72
0.392
4.269
71
0.620
4.236
64
0.660
4.344
69
0.537
4.335
68
0.501
4.220
67
0.461
4.336
67
0.485
4.261
66
0.545
4.283
69
0.511
4.194
67
0.560
4.302
72
0.595
4.411
69
0.449
4.246
68
0.526
4.202
70
0.503
4.258
63
0.623
4.323
67
0.415
4.412
67
0.368
4.207
64
0.649
4.475
65
0.365
4.522
69
0.366
4.342
64
0.610
4.375
71
0.616
4.297
69
0.448
4.664
70
0.435
4.211
68
0.482
4.392
65
0.535
4.183
69
0.523
4.326
72
0.431
4.309
72
0.599
4.241
69
0.765
4.366
71
0.466
4.299
69
0.629
4.326
69
0.555
4.391
70
0.553
4.307
64
0.494
4.359
71
0.527
4.219
69
0.635
4.347
68
0.617
4.371
69
0.534
4.405
66
0.504
4.198
69
0.756
4.206
62
0.817
4.286
63
0.592
4.306
69
0.508
4.305
57
0.666
4.452
67
0.419
4.404
69
0.625
4.231
59
0.625
4.505
72
0.463
4.282
71
0.649
4.621
70
0.425
4.181
69
0.545
4.494
63
0.556
4.248
69
0.546
Asian
4.204
107
0.469
4.252
106
0.576
4.089
96
0.685
4.241
106
0.571
4.182
103
0.647
4.208
105
0.650
4.291
105
0.511
4.130
100
0.655
4.130
104
0.596
4.185
103
0.648
4.189
103
0.590
4.277
103
0.527
4.134
100
0.571
4.248
105
0.700
4.328
93
0.478
4.268
89
0.527
4.294
103
0.493
4.158
98
0.589
4.378
100
0.491
4.429
105
0.487
4.262
87
0.534
4.205
106
0.634
4.221
105
0.618
4.525
104
0.494
4.106
105
0.620
4.308
101
0.598
4.155
104
0.528
Table 16:
Means for Average of All Appraisals (Alumni only)
Total
Communications
Planning and
Organizing
Ethnicity
Afr.
Hisp.
Amer.
Asian
4.196
381
0.344
4.254
685
0.326
4.217
609
0.325
4.254
457
0.344
4.235
738
0.314
4.269
79
0.306
4.303
78
0.340
4.169
119
0.432
(1)
Analysis and Reasoning
Mean
N
SD
(2)
Creativity/
Innovation
Mean
N
SD
(26)
Problem Solving
Mean
N
SD
(3)
Practical Judgment
Mean
N
SD
4.333
1060
0.436
4.244
1029
0.518
4.311
1056
0.410
4.278
1050
0.466
4.259
377
0.451
4.196
362
0.512
4.249
377
0.447
4.255
375
0.460
4.373
683
0.421
4.269
667
0.520
4.345
679
0.384
4.291
675
0.469
4.303
605
0.423
4.197
590
0.520
4.263
602
0.407
4.261
601
0.457
4.371
455
0.449
4.306
439
0.509
4.374
454
0.406
4.301
449
0.477
4.351
735
0.408
4.270
713
0.476
4.324
730
0.382
4.280
731
0.441
4.277
78
0.494
4.233
74
0.573
4.314
79
0.426
4.347
77
0.407
4.359
78
0.489
4.297
77
0.592
4.359
77
0.378
4.298
77
0.591
4.260
118
0.519
4.065
115
0.641
4.215
118
0.511
4.201
115
0.588
(6)
Researching the Law
Mean
N
SD
(5)
Fact Finding
Mean
N
SD
(11)
Questioning and
Interviewing
Mean
N
SD
4.260
1047
0.455
4.314
1049
0.411
4.164
1026
0.462
4.195
373
0.438
4.268
376
0.406
4.151
365
0.431
4.295
674
0.461
4.339
673
0.411
4.171
661
0.479
4.234
598
0.427
4.291
600
0.414
4.158
582
0.447
4.294
449
0.488
4.345
449
0.404
4.171
444
0.481
4.280
727
0.440
4.321
728
0.394
4.161
710
0.439
4.189
76
0.411
4.294
77
0.463
4.207
79
0.466
4.267
76
0.456
4.397
77
0.431
4.308
74
0.343
4.174
117
0.589
4.237
117
0.463
4.087
114
0.599
(10)
Influencing and Advocating
Mean
N
SD
(8)
Writing
Mean
N
SD
(7)
Speaking
Mean
N
SD
(9)
Listening
Mean
N
SD
4.247
1053
0.446
4.293
1058
0.494
4.231
1057
0.494
4.273
1054
0.418
4.217
373
0.429
4.209
377
0.515
4.194
378
0.519
4.244
375
0.428
4.263
680
0.454
4.340
681
0.477
4.252
679
0.479
4.290
679
0.411
4.209
602
0.455
4.255
605
0.506
4.176
602
0.493
4.274
603
0.387
4.297
451
0.430
4.345
453
0.475
4.304
455
0.487
4.273
451
0.456
4.257
728
0.409
4.327
735
0.467
4.228
734
0.472
4.264
733
0.405
4.282
78
0.438
4.201
78
0.525
4.276
78
0.547
4.363
78
0.371
4.304
78
0.526
4.269
77
0.473
4.335
77
0.509
4.356
77
0.492
4.119
118
0.568
4.195
116
0.601
4.162
116
0.549
4.248
116
0.497
(13)
Strategic Planning
Mean
N
SD
Mean
N
SD
(15)
Organizing and Managing
Others
Mean
N
SD
4.213
1032
0.462
4.200
1058
0.542
4.229
994
0.515
4.176
367
0.468
4.172
379
0.527
4.215
353
0.511
4.233
665
0.457
4.215
679
0.550
4.236
641
0.517
4.195
587
0.431
4.217
605
0.532
4.255
571
0.492
4.235
445
0.499
4.177
453
0.554
4.193
423
0.542
4.210
716
0.442
4.206
733
0.514
4.223
692
0.508
4.225
77
0.492
4.192
79
0.448
4.248
73
0.531
4.348
77
0.498
4.182
77
0.579
4.273
72
0.582
4.137
113
0.534
4.220
118
0.680
4.225
109
0.498
(12)
Negotiation Skills
Mean
N
SD
(25)
Able to See the World
Through the Eyes of Others
Mean
N
SD
4.157
1005
0.466
4.256
1055
0.403
4.132
358
0.459
4.236
378
0.440
4.170
647
0.470
4.267
677
0.380
4.112
568
0.465
4.249
605
0.394
4.215
437
0.461
4.265
450
0.414
4.149
700
0.442
4.233
734
0.406
4.272
76
0.367
4.370
78
0.335
4.232
73
0.552
4.348
76
0.410
4.078
107
0.632
4.266
116
0.412
Mean
N
SD
Mean
N
SD
3.989
1003
0.669
4.383
1030
0.378
3.971
358
0.677
4.371
371
0.394
3.998
645
0.665
4.390
659
0.369
3.964
574
0.662
4.391
590
0.361
4.022
429
0.678
4.371
440
0.400
3.969
696
0.682
4.377
715
0.376
4.070
76
0.661
4.449
77
0.304
4.118
70
0.624
4.426
75
0.372
4.013
112
0.592
4.347
113
0.452
(17) Developing
Relationships within the
Legal Profession
Mean
N
SD
(16) Evaluation,
Development, and
Mentoring
Mean
N
SD
4.337
1057
0.451
4.184
948
0.505
4.308
378
0.469
4.148
333
0.543
4.353
679
0.440
4.204
615
0.483
4.338
604
0.422
4.208
544
0.480
4.336
453
0.486
4.151
404
0.537
4.319
733
0.460
4.170
653
0.497
4.453
78
0.348
4.275
75
0.521
4.384
78
0.503
4.218
69
0.545
4.345
117
0.449
4.175
103
0.528
Mean
N
SD
(23)
Diligence
Mean
N
SD
(20)
Integrity/Honesty
Mean
N
SD
(21)
Stress Management
Mean
N
SD
(19) Community
Involvement and Service
Mean
N
SD
(24)
Self-Development
Mean
N
SD
4.241
1060
0.566
4.225
1054
0.456
4.620
1054
0.325
4.093
1055
0.489
4.043
1023
0.725
4.086
1050
0.484
4.183
377
0.582
4.166
377
0.480
4.588
375
0.366
4.082
375
0.541
3.952
362
0.813
4.070
373
0.485
4.273
683
0.554
4.258
677
0.439
4.638
679
0.298
4.099
680
0.458
4.092
661
0.667
4.095
677
0.484
4.226
608
0.578
4.242
603
0.440
4.604
604
0.314
4.059
603
0.482
4.085
588
0.706
4.074
600
0.456
4.260
452
0.548
4.203
451
0.476
4.641
450
0.338
4.139
452
0.495
3.986
435
0.746
4.102
450
0.519
4.242
734
0.549
4.243
731
0.437
4.641
731
0.301
4.081
730
0.496
3.975
706
0.747
4.077
728
0.475
4.270
79
0.646
4.197
79
0.456
4.641
79
0.308
4.214
79
0.410
4.212
77
0.577
4.020
79
0.556
4.379
78
0.499
4.236
77
0.440
4.643
78
0.297
4.113
77
0.463
4.327
74
0.643
4.218
76
0.410
4.138
118
0.623
4.160
117
0.562
4.483
116
0.463
4.073
118
0.552
4.118
117
0.697
4.107
116
0.522
Client &
Business
Relations
Conflict
Resolution
White
4.233
1066
0.334
Working
with
Others
Character
Gender
Female
Male
Mean
N
SD
Research &
Information
Gathering
Intellectual and
Cognitive
School
Hastings
Berkeley
Table 17:
Inter-correlations of Raters (Alumni only)
Self
and
peer
Self
and
Sup
Peer
and
Sup
Self
and
Other
Self
and
Global
Peer
and
Other
Peer
and
Global
Sup
and
Other
Sup
and
Global
Other
and
Global
0.169
0.210
0.222
.209
.677
.814
.737
.871
.807
(high)
.913
2 Creativity
0.140
0.130
.154
.697
.859
.780
.856
.769
.894
3 Practical Judgment
0.136
0.174
0.123
.178
.633
.809
.753
.826
.753
.915
4 Advising Clients
0.168
0.132
.171
.669
.828
.747
.831
.742
.894
0.114
0.142
.131
.652
.817
.717
(low)
.831
.740
.882
(low)
5 Fact Finding
0.081
(low)
0.094
(low)
0.121
(high)
6 Researching Law
0.248
0.246
0.144
.267
.708
.845
.787
.856
.780
.915
7 Speaking
0.219
0.202
0.147
.235
.726
.828
.753
.844
.749
.882
8 Writing
0.332
0.248
0.158
.343
.731
.824
.776
.843
.770
.922
(high)
9 Listening
0.104
0.176
0.164
.154
.657
.807
.723
.821
.752
.898
0.137
0.208
0.166
.180
.687
.833
.750
.845
.778
.900
0.137
0.192
0.169
.183
.744
.861
.760
.838
.752
.883
12 Negotiation
0.164
0.227
0.184
.229
.747
.847
.742
.864
.781
.885
13 Strategic Planning
0.215
0.223
0.190
.246
.740
.835
.738
.842
.776
.896
14 Managing Self
0.247
0.290
0.199
.277
.721
.839
.762
.863
.795
.907
15 Managing Others
0.086
0.139
0.203
.118
(low)
.679
.831
.733
.853
.768
.887
0.168
0.118
0.208
.166
.705
.884
.819
(high)
.853
.769
.912
17 Developing Relationships
0.161
0.178
0.219
.203
.653
.822
.768
.832
.745
.909
18 Networking
0.378
0.363
0.232
.405
.799
.889
.819
.879
.799
.908
0.380
0.407
(high)
(high)
0.233
.425
(high)
.909
(high)
.815
20 Integrity
0.100
0.157
0.244
.134
.836
(high)
.621
(low)
.837
.761
21 Stress management
0.173
0.199
0.265
.214
.702
.857
22 Passion
0.304
0.364
0.266
.375
.777
23 Diligence
0.199
0.138
0.267
.209
24 Self Development
0.190
0.192
0.308
25 Eyes of others
0.097
0.150
0.322
26 Problem Solving
0.178
0.179
Average correlation
.187
.204
19 Community Service
0.344
(low)
.205
.892
(high)
.813
(low)
.807
.891
.722
(low)
.892
.777
.835
.735
.884
.875
.787
.843
.771
.899
.682
.836
.752
.830
.729
.888
.235
.712
.851
.743
.836
.761
.887
.151
.638
.801
(low)
.721
.817
.748
.900
.204
.681
.820
.755
.846
.758
.899
.281
.701
.829
.755
.858
.769
.896
Table 18: LSAT and GPA Correlations with Performance - Alumni Sample
Intellectual and Cognitive
Undergrad
GPA
LSAT score
Index 50/50
1L GPA
26
Analysis &
Reasoning
Creativity
Problem
Solving
Practical
Judgment
Self
-0.016
-0.008
-0.040
Peer
0.051
0.017
Supervisor
0.038
Other
Communications
11
10
Researching
Law
Fact Finding
Question &
Interview
Influence &
Advocate
Writing
-0.059
-0.008
-.077(*)
-0.023
-.075(*)
0.028
-0.003
0.006
0.028
-0.018
0.036
0.049
0.018
0.043
0.045
0.048
0.023
0.039
0.012
0.014
Global
0.027
0.010
0.019
0.008
0.015
Self
0.046
-0.052
-0.043
-.071(*)
0.015
Peer
.082(*)
0.068
0.053
0.023
Supervisor
.095(**)
0.075
0.064
Other
.116(**)
.092(**)
Global
.112(**)
Self
13
Speaking
0.020
0.009
0.002
0.034
0.021
Conflict Resolution
14
15
12
Listening
Strategic
Planning
Managing Self
Managing
Others
Negotiation
-.069(*)
-0.040
-0.042
0.041
-0.024
0.064
-0.005
0.024
0.056
0.048
0.021
.107(**)
0.023
-0.002
0.009
-0.005
0.014
.119(**)
0.013
0.017
-0.014
-0.013
.093(**)
-0.004
-0.007
25
Character
18
17
16
22
23
20
Eyes of others
Networking
Advising
Clients
Developing
Relationships
Eval, Develop
& Mentor
21
19
24
Total
Integrity
Stress
management
Community
Service
Self
Development
Passion
Diligence
Avg Across
-0.068
-0.035
0.027
-0.022
0.015
-0.062
0.009
0.023
0.009
0.045
-0.037
0.028
0.021
-0.002
-0.017
0.000
-0.014
0.025
-0.007
0.062
0.027
-0.016
-0.034
0.000
0.029
.098(**)
0.068
0.016
0.028
-0.007
0.016
-0.009
0.021
0.018
.093(*)
0.031
0.017
-0.017
0.024
0.028
0.029
.086(**)
0.059
0.026
0.027
-0.014
0.006
-0.003
0.038
0.007
.093(**)
.067(*)
0.015
-0.015
0.007
0.043
0.018
.098(**)
0.034
-0.027
0.011
0.009
-0.004
0.013
-0.001
0.023
.108(**)
0.011
-0.031
0.002
0.030
0.026
-0.066
-.129(**)
-.067(*) -.090(**)
.099(**) -.092(**) -.114(**) -.102(**) -.108(**) -.096(**) -.143(**) -.120(**) -.129(**) -.108(**) -.128(**) -.114(**)
-0.064
.110(**)
.072(*)
-0.036
0.033
.132(**)
-0.009
-0.046
0.020
0.018
-0.008
-0.014
-0.068
-.102(**)
-0.045
-0.019
-0.022
-0.041
0.048
.124(**)
-0.030
-0.039
-0.047
0.030
0.017
.076(*)
-0.014
-0.051
0.015
.148(**)
-0.023
-0.043
0.018
0.045
0.012
-0.016
-0.009
-.117(**)
-0.034
-0.044
-0.007
-0.041
0.058
0.003
-0.003
-.123(**)
-0.047
0.023
.069(*)
0.028
.097(**)
0.036
-0.045
0.029
.150(**)
0.002
-0.045
0.024
0.040
0.008
-0.030
-0.048
-.122(**)
-0.054
-0.029
-0.024
-0.046
0.063
.089(**)
-0.022
-.096(**)
-0.054
0.038
0.045
0.057
0.025
.088(**)
-0.003
-.079(*)
0.008
.157(**)
-0.026
-.066(*)
-0.027
0.005
-0.041
-.079(*)
-0.057
-0.049
-0.059
0.027
.063(*)
-0.045
-.133(**) -.070(*)
-0.023
0.016
-0.040
-0.057
-.083(*)
0.003
-0.050
Peer
.081(*)
0.050
0.045
0.005
0.068
0.062
-0.038
0.029
.124(**)
-0.014
-0.017
0.047
0.043
0.005
0.003
Supervisor
.090(*)
.076(*)
.080(*)
0.025
.083(*)
0.024
-0.032
0.025
.167(**)
0.000
-0.021
0.021
.091(*)
0.051
Other
.105(**)
.074(*)
.068(*)
0.022
.072(*)
0.046
-0.035
0.031
.173(**)
0.008
-0.016
0.036
.080(*)
Global
.088(**)
0.033
0.046
0.021
.065(*)
0.010
-.067(*)
-0.002
.161(**)
-0.018
-0.043
-0.005
.063(*)
Self
0.024
-0.043
-.084(*)
-0.064
.077(*)
0.048
-0.039
-0.048
Peer
.094(**)
.096(**)
.079(*)
0.049
.110(**)
.086(*)
0.018
0.048
.088(*)
0.023
0.014
0.049
0.037
-0.006
-0.021
-0.015
-0.039
0.005
-0.041
-0.042
Supervisor
.111(**)
.096(*)
.092(*)
0.013
.109(**)
0.032
0.013
0.029
.140(**)
0.006
0.003
.097(*)
0.052
0.024
-0.006
-0.032
-.089(*)
-0.009
-0.038
Other
.123(**)
.100(**) .099(**)
0.048
.119(**)
0.060
0.015
0.053
.127(**)
0.026
0.006
.086(*)
0.052
0.017
-0.019
-0.024
-.069(*)
-0.005
Global
.096(**)
0.014
.131(**)
-0.003
-.067(*)
-0.020
.105(**)
-0.042
-0.047
0.030
0.032
-0.048
-.084(*)
-.081(*) -.104(**)
-0.049
0.044
0.034
.075(*)
-.125(**) -.127(**)
-0.073
-.088(*)
-.076(*) -.120(**)
-0.039
-0.042
-0.015
-.111(**)
-0.052
-.083(*)
-0.038
-0.029
0.002
-0.038
0.059
.101(**)
-0.032
-0.055
-0.040
0.031
0.006
0.017
-.085(*)
-0.010
-0.029
0.014
-0.011
.101(**)
0.029
0.013
-.095(*)
-0.016
0.037
0.039
-0.002
-0.016
-.094(**)
-0.037
-0.024
0.011
-0.028
.096(**) .105(**)
-0.005
-.079(*)
-0.036
0.050
-0.007
-.069(*)
-0.046
-.095(**)
-0.050
-0.034
-0.033
-0.026
.082(**)
0.054
-0.049
-.087(**)
-0.030
-0.001
-0.042
-.090(*)
-.081(*) -.197(**)
-0.019
-.122(**)
-0.035
.094(**)
0.041
-0.008
-.085(*)
-0.015
0.044
0.009
-0.011
0.043
-0.019
-0.053
-.191(**)
0.047
0.037
-0.051
0.000
-0.032
.067(*)
0.036
-0.037
-.149(**)
0.012
0.051
-.080(*)
-.071(*)
-.070(*)
0.030
0.003
-.074(*) -.194(**)
-0.014
-0.019
18
Table 19: Hogan Personality Inventory (HPI) Correlations with Performance - Alumni Sample
Intellectual and Cognitive
1
Analysis &
Reasoning
HPI 1
Adjustment
26
Creativity
Problem
Solving
Practical
Judgment
11
10
Researching
Law
Fact Finding
Question &
Interview
Influence &
Advocate
.088(*)
0.062
Writing
Speaking
13
Listening
Strategic
Planning
14
15
Managing Self
Managing
Others
.081(*)
Peer
0.011
0.043
0.029
0.065
0.018
0.062
0.075
0.034
0.043
.079(*)
0.060
0.065
0.064
0.045
0.061
Supervisor
0.050
.085(*)
.116(**)
.090(*)
0.060
0.064
0.084
.136(**)
0.046
0.049
.134(**)
.101(*)
0.064
Other
0.051
.087(*)
.094(**)
.083(*)
0.059
.088(*)
.108(**) .098(**)
0.047
.072(*)
Global
0.050
.069(*)
.071(*)
Conflict Resolution
12
Negotiation
25
Eyes of others
Character
17
16
Networking
Advising
Clients
Developing
Relationships
Eval, Develop
& Mentor
Passion
.193(**)
.106(**)
22
23
20
21
19
24
Total
Diligence
Integrity
Stress
management
Community
Service
Self
Development
Avg Across
.106(**)
0.068
.134(**)
.366(**)
.126(**)
0.062
.210(**)
0.048
.140(**)
.126(**)
0.064
0.070
-0.018
0.061
.160(**)
0.020
0.057
.091(*)
.098(*)
.132(**) .164(**)
.097(*)
0.072
.146(**)
0.070
.088(*)
.103(**)
.111(**)
.212(**)
.135(**)
.103(*)
.130(**)
.082(*)
.146(**)
.090(*)
.105(**)
0.049
.112(**)
.220(**)
.085(*)
.090(*)
.136(**)
.189(**)
.111(**)
.113(**)
0.062
.138(**)
.322(**)
.136(**)
.090(**)
.177(**)
.224(**) .289(**) .309(**) .293(**) .122(**) .262(**) .326(**) .317(**) .171(**) .384(**) .225(**) .326(**) .268(**) .268(**) .307(**) .239(**) .367(**) .239(**)
.206(**)
.263(**)
.346(**)
.263(**)
.238(**)
.296(**)
.224(**)
.295(**)
.454(**)
-0.019
.087(*)
0.040
0.026
0.008
Supervisor
0.050
.137(**)
.095(*)
.083(*)
0.068
Other
0.013
.112(**)
.076(*)
0.044
0.025
Global
0.018
.088(*)
0.059
0.028
.140(**)
-0.026
.213(**)
.086(*)
-0.016
0.033
.157(**)
-0.009
-0.006
0.052
.090(*)
0.063
.082(*)
-0.013
0.015
.238(**) .133(**)
0.032
.101(*)
.214(**)
0.046
0.009
.114(**)
.121(**)
.171(**)
.141(**)
.112(**) .093(**)
0.010
.162(**)
-0.015
.239(**) .111(**)
0.002
0.059
.207(**)
0.008
0.002
.094(**)
.107(**)
.112(**)
.120(**)
0.062
.072(*)
.096(**)
.146(**)
.303(**)
.137(**)
.096(**)
.229(**)
.189(**)
.222(**)
.281(**)
.080(*)
.133(**)
.105(**)
.180(**)
0.041
-0.003
0.055
.200(**)
.157(**)
.186(**)
-0.048
0.038
0.075
.107(**)
0.045
0.065
0.035
0.056
18
-0.007
.082(*)
0.039
.136(**)
Self
0.032
.163(**)
.090(*)
.115(**)
-0.011
0.028
.245(**)
0.042
.101(**)
-0.036
.076(*)
Peer
-.081(*)
-0.001
-0.041
0.002
-0.051
-0.067
0.003
-0.016
-0.060
0.060
-0.030
-0.020
-0.067
-0.004
0.032
0.027
.088(*)
0.003
0.006
-.084(*)
0.071
-.096(*)
-0.058
0.018
.129(**)
0.010
-0.023
-0.069
-0.029
-0.020
-0.006
-0.039
-0.029
-0.056
-0.044
-.089(*)
0.019
-0.063
-0.050
-.091(*)
-0.051
0.042
-0.054
.088(*)
-0.008
-0.026
-0.003
0.050
-.117(**)
-0.046
0.001
0.051
0.020
-0.038
Other
-.099(**)
-0.044
-0.060
-0.016
-0.062
-0.065
-0.042
-0.049
-.091(*)
0.035
-0.062
-0.056
-.116(**)
-0.039
0.043
-0.025
0.071
-0.022
-0.028
-0.074
0.059
-.136(**)
-0.070
-0.005
.111(**)
-0.013
-0.051
Global
-.068(*)
0.020
-0.017
0.023
-0.044
0.013
.073(*)
0.024
-.068(*)
.132(**)
-0.037
-0.013
-.096(**)
-0.002
.083(*)
0.010
.120(**)
0.007
0.037
-0.008
.132(**)
-.085(*)
-.078(*)
0.017
.166(**)
0.060
0.029
0.043
0.051
0.051
.164(**)
0.012
.085(*)
.217(**) .151(**)
0.036
.123(**) .203(**)
.082(*)
.076(*)
.332(**)
.221(**)
.115(**)
0.067
0.056
.184(**)
.190(**)
.084(*)
.235(**)
-0.027
0.032
0.008
.076(*)
0.027
-0.004
.122(**)
0.042
0.001
0.068
0.060
0.006
0.047
.108(**)
0.057
.151(**)
.118(**)
.143(**)
-0.004
0.042
0.038
.149(**)
.086(*)
.085(*)
-0.031
0.001
0.028
0.048
-0.035
0.041
.106(*)
0.058
-0.005
0.012
.131(**)
0.046
0.004
.122(**)
.096(*)
.111(**) .143(**)
.091(*)
.160(**)
.151(**)
.111(**)
0.042
0.054
.093(*)
.170(**)
0.071
.089(*)
Other
-0.019
0.025
0.032
0.054
-0.001
0.023
.139(**)
0.058
0.015
0.048
.115(**)
0.040
0.018
.124(**)
.082(*)
.177(**)
.171(**)
.152(**)
0.029
0.062
0.068
.179(**)
.085(*)
.107(**)
Global
-0.015
0.035
0.021
.102(**)
-0.016
0.036
.216(**) .097(**)
-0.003
.087(*)
.177(**)
0.043
0.037
.278(**)
.215(**)
.166(**)
0.050
0.060
.112(**)
.215(**)
.095(**)
.179(**)
Self
0.038
-0.064
-0.004
0.001
0.010
-0.005
0.032
0.012
0.064
-0.044
.084(*)
0.056
.161(**) .131(**)
0.035
0.064
0.024
.096(**)
.144(**)
.082(*)
-0.009
.126(**)
.107(**)
.116(**)
-0.021
0.012
.079(*)
Peer
0.026
-0.035
0.029
.083(*)
0.059
0.025
0.057
0.036
0.063
0.033
.077(*)
0.053
.134(**) .118(**)
0.007
0.018
0.004
.079(*)
.123(**)
.127(**)
0.000
.121(**)
0.039
0.004
-0.012
0.048
.074(*)
Supervisor
0.057
0.033
.087(*)
0.042
0.005
.111(**)
0.083
.097(*)
.086(*)
-0.012
0.052
.099(*)
0.022
0.019
.139(**)
0.085
0.021
.167(**)
0.041
.141(**)
.106(*)
.081(*)
.111(**)
Other
.071(*)
0.017
.089(*)
.087(*)
0.049
.096(**) .100(**)
.083(*)
.094(**)
0.031
0.042
.094(**)
0.019
.079(*)
.166(**)
.159(**)
0.030
.189(**)
0.063
.084(*)
0.055
.096(**)
.126(**)
Global
0.062
-0.008
0.035
0.062
0.025
.075(*)
0.046
.087(*)
0.003
.146(**)
.085(*)
.206(**) .193(**)
0.060
.102(**)
0.041
.099(**)
.187(**)
.140(**)
0.007
.190(**)
.089(**)
.106(**)
0.021
0.064
.121(**)
.084(*)
.139(**)
0.040
.135(**)
0.020
.092(*)
-.108(**)
0.032
.076(*)
.117(**)
.087(*)
0.039
0.023
.088(*)
.086(*)
.074(*)
0.055
0.037
.097(**)
.173(**)
.137(**)
-0.013
0.009
-0.037
-0.008
-0.018
0.023
-0.015
-0.034
0.034
-0.015
-0.011
-0.019
-.086(*)
-0.031
-0.018
0.003
0.021
-0.017
-0.035
0.019
.090(*)
-0.065
-0.037
0.003
.105(*)
0.031
0.000
Supervisor
0.018
-0.009
-0.012
-0.063
0.018
-0.021
-.093(*)
0.008
-0.002
-0.041
-0.064
-0.068
-0.075
-0.039
-0.013
-0.022
-0.025
-0.038
-0.027
0.005
-0.007
-0.043
-0.031
-0.010
-0.062
0.020
-0.039
Other
0.018
0.002
-0.017
-0.042
0.000
0.016
-0.029
-0.009
0.032
-0.018
-0.033
-0.035
-.093(**)
-0.041
-0.030
0.014
0.001
-0.021
-0.029
0.018
0.049
-.074(*)
-0.046
0.000
0.030
0.026
-0.010
Global
.068(*)
0.067
0.048
0.013
0.032
.086(*)
0.026
.072(*)
0.035
0.056
-0.010
-0.003
-.128(**)
-0.015
0.017
0.039
0.026
-0.005
-0.019
0.055
.081(*)
-0.029
-0.015
0.011
0.062
.085(*)
0.047
Self
.129(**)
0.023
0.064
.082(*)
.105(**)
.091(*)
0.035
0.040
.114(**)
0.038
0.028
.119(**)
.073(*)
0.023
0.052
0.051
0.034
0.010
0.003
0.055
0.039
.113(**)
0.053
.094(**)
-0.029
0.053
.085(*)
0.056
0.046
0.029
0.044
0.009
0.048
0.004
0.056
0.067
-0.001
-0.068
0.054
0.059
0.018
0.010
-0.005
0.030
-0.039
-0.065
0.018
-0.005
0.042
-0.030
0.000
0.041
0.014
0.032
0.067
0.039
.105(**)
0.065
.093(*)
0.069
-0.028
0.071
.099(*)
0.039
0.009
0.038
0.043
-0.017
.103(*)
0.047
-0.029
0.043
-0.026
-0.002
-0.034
0.031
-0.010
0.043
-0.042
0.040
0.046
Other
.075(*)
0.041
.091(*)
0.066
0.048
0.064
0.013
.093(**) .097(**)
0.034
-0.026
.077(*)
.070(*)
0.022
0.047
0.037
-0.002
-0.014
-0.052
0.020
-0.010
0.040
-0.025
0.002
0.007
0.032
0.052
Global
.113(**)
0.053
.099(**)
.087(*)
.077(*)
.106(**)
0.014
.090(**) .131(**)
0.062
-0.016
.103(**)
.087(*)
0.021
0.066
0.030
0.028
0.015
-0.032
0.023
0.020
.095(**)
0.025
0.057
-0.007
0.055
.072(*)
Supervisor
Self
HPI 4
Interpersonal Peer
Sensitivity
Supervisor
HPI 5
Prudence
Communications
Self
Self
HPI 3
Sociability
Self
HPI 6
Peer
Intellectance
HPI 7 Learning
Peer
Approach
Supervisor
0.048
19
Table 20: Hogan Development Survey (HDS) Correlations with Performance - Alumni Sample
Intellectual and Cognitive
HDS 1
Excitable
HDS 2
Skeptical
HDS 3
Cautious
HDS 4
Reserved
HDS 5
Leisurely
HDS 6 Bold
HDS 9
Imaginative
HDS 10
Diligent
HDS 11
Dutiful
Communications
11
10
Creativity
Researching
Law
Fact Finding
Question &
Interview
Influence &
Advocate
Self
-0.070
-.165(*)
-0.037
-0.107
Peer
-0.007
-0.041
-0.018
-0.080
0.002
-0.057
-0.030
-0.042
Supervisor
-0.081
-.207(**)
-.165(*)
-0.123
0.030
-.144(*)
-0.118
-.154(*)
-0.037
Other
-0.072
-.169(**)
-0.117
-.127(*)
-0.013
-.133(*)
-0.099
-.124(*)
-0.057
-.164(**) -.175(**)
Global
-0.046
-0.004
-.143(*)
-.204(**) -.197(**)
-0.026
-.198(**) -.245(**)
Self
0.062
0.063
0.100
0.062
0.045
.161(*)
0.125
0.000
0.088
-0.004
0.110
0.097
0.116
0.057
0.044
0.067
0.044
0.028
-0.041
0.056
-0.009
0.055
0.052
-0.068
-0.115
0.052
0.074
Peer
0.035
-0.092
0.018
-0.024
0.030
-0.008
-0.020
-0.012
-0.014
-0.020
0.040
0.005
0.023
-0.007
-0.015
0.034
0.123
-0.054
-0.029
-0.045
0.011
0.081
0.014
-0.045
-0.131
0.056
-0.009
Supervisor
-0.011
0.075
-0.034
-0.003
0.093
0.040
-0.009
0.000
-0.033
0.033
-0.104
-0.034
0.077
-0.050
-0.041
-0.070
0.046
0.049
-0.050
-0.089
0.018
-0.012
0.073
-0.077
0.059
-0.001
-0.004
Other
0.010
-0.046
-0.016
-0.013
0.082
0.029
-0.008
-0.013
0.002
-0.017
-0.026
-0.011
0.054
-0.015
-0.009
-0.004
.138(*)
0.025
-0.031
-0.094
0.030
0.080
0.059
-0.055
-0.046
0.015
0.005
Global
0.071
0.001
0.025
0.016
0.093
0.090
0.064
0.005
0.059
-0.015
0.006
0.083
.134(*)
0.016
0.007
0.013
.129(*)
0.032
-0.036
-0.036
0.007
0.081
0.083
-0.038
-0.056
0.048
0.051
Self
-0.050
-.174(*)
-.153(*)
Peer
0.087
0.049
0.066
-0.008
0.076
0.068
0.021
0.043
0.098
-0.098
0.096
-0.010
-0.071
-0.009
0.039
0.083
-.182(*)
-0.037
0.002
0.063
-0.046
0.043
0.055
-0.091
-0.023
0.013
0.019
Supervisor
0.054
-0.011
-0.076
-0.069
0.094
0.011
-0.073
-0.025
.143(*)
-0.081
-0.096
0.010
-0.071
-0.071
-.201(**)
-0.046
-.214(**)
-0.109
-0.048
0.012
-.194(**)
0.029
0.014
-.144(*)
-0.145
-0.105
-0.087
Other
0.045
0.007
0.003
-0.051
0.092
0.050
-0.022
0.004
.130(*)
-.128(*)
0.004
-0.011
-0.050
-0.038
-.138(*)
0.014
-.204(**)
-0.066
-0.013
0.031
-.136(*)
0.031
0.059
-.134(*)
-0.101
-0.081
-0.033
Global
0.013
-0.039
-0.067
-.138(*)
0.071
-0.064
-.182(**)
-0.114
0.068
-.233(**)
-0.087
-0.097
-.143(*)
-.144(*)
-.223(**)
-0.064
-.221(**)
-.125(*)
-0.071
-0.030
-.155(**)
-0.097
-0.035
-.259(**)
-0.112
-.126(*)
-.157(**)
Self
-0.045
-0.061
0.061
-0.071
0.092
-0.014
-.172(**)
-0.049
0.017
-.136(*)
-.127(*)
-0.071
-0.114
-.231(**)
-0.082
-0.095
-.202(**)
-.143(*)
-.152(*)
-.220(**)
-0.117
-0.035
0.027
-0.083
-.198(**)
-.133(*)
-.174(**)
Peer
0.033
-0.033
0.017
-0.078
0.019
-0.005
-0.102
-0.016
0.043
-0.077
-0.032
0.063
0.012
-0.135
-0.030
-.150(*)
-.234(**)
-.161(*)
-0.107
-0.067
-.209(**)
-0.108
0.021
-0.038
-.223(**)
-0.049
-0.073
Supervisor
0.134
0.015
0.070
-0.094
0.067
-0.003
-.167(*)
-0.027
0.098
-0.067
-0.076
-0.031
-0.003
-0.092
-.178(*)
-0.006
-.191(*)
-0.053
-0.082
-0.045
-.198(**)
0.021
0.119
-0.044
-.155(*)
-0.088
-0.042
Other
0.059
-0.005
0.020
-0.090
0.024
-0.027
-.185(**)
-0.049
0.037
-0.114
-0.104
-0.011
-0.011
-.131(*)
-.144(*)
-0.094
-.231(**)
-.159(*)
-.127(*)
-0.080
-.242(**)
-0.094
0.073
-0.076
-.247(**)
-0.106
-0.106
-.177(**)
Listening
14
15
Managing Self
Managing
Others
Writing
Speaking
-0.022
-.148(*)
-0.051
-0.111
-0.034
-0.005
-.136(*)
-.145(*)
-.256(**)
-0.057
-0.079
12
Negotiation
25
Character
3
Practical
Judgment
-0.041
13
Strategic
Planning
26
Problem
Solving
-.200(**) -.206(**)
Conflict Resolution
-.178(**) -.188(**)
Analysis &
Reasoning
Eyes of others
18
17
16
22
23
20
21
19
24
Total
Networking
Advising
Clients
Developing
Relationships
Eval, Develop
& Mentor
Passion
Diligence
Integrity
Stress
management
Community
Service
Self
Development
Avg Across
-.204(**) -.222(**) -.213(**) -.274(**) -.256(**) -.274(**) -.268(**) -.216(**) -.329(**) -.187(**) -.185(**) -.213(**)
-0.113
-0.028
-0.059
-0.055
-.140(*)
-0.131
-0.095
-0.011
-0.081
-0.069
-0.067
-.276(**)
-.171(*)
-.290(**)
-0.158
-.157(*)
-.193(**)
-0.038
-.307(**) -.241(**)
-0.034
-.181(**) -.225(**)
-0.090
-.133(*)
-.197(**)
-0.060
-0.072
-.224(**) -.305(**) -.266(**) -.266(**) -.210(**) -.234(**) -.283(**) -.161(**) -.173(**) -.247(**)
-0.114
-.138(*)
-.318(**) -.216(**) -.258(**) -.214(**) -.231(**) -.260(**) -.219(**) -.251(**) -.202(**) -.168(**)
-.151(*)
-0.106
-0.103
-0.111
-.179(*)
-.231(**)
-.180(**) -.329(**)
Global
0.007
-0.050
0.051
-0.091
0.086
-0.011
-.240(**)
-0.057
0.055
-.129(*)
-.140(*)
-0.043
-0.093
-.267(**)
-.147(*)
-.121(*)
-0.110
0.045
-0.058
-.212(**)
-.143(*)
Self
-0.027
-0.011
0.037
0.056
0.003
-0.007
-0.021
0.020
0.059
0.014
0.049
0.040
-0.072
0.054
0.012
-0.037
0.095
0.023
0.054
0.080
0.046
-0.095
-0.025
-0.065
0.022
-0.116
0.004
Peer
0.032
0.010
0.003
0.024
0.119
0.051
-0.067
-0.015
0.054
-0.022
0.029
-0.036
0.018
0.006
-0.032
0.035
-0.072
-0.043
-0.018
0.019
-0.074
-0.017
0.011
0.021
-0.091
-0.025
-0.008
Supervisor
0.076
0.124
0.084
0.009
-0.004
0.102
0.085
0.095
0.123
0.113
0.012
0.035
0.043
0.130
-0.045
0.076
0.067
0.072
0.104
0.141
-0.016
0.046
-0.095
0.038
0.052
0.045
0.077
Other
0.046
0.064
0.021
0.015
0.084
0.107
-0.004
0.032
0.108
0.003
0.021
-0.025
0.034
0.053
-0.053
0.065
0.007
-0.019
0.044
0.085
-0.046
0.036
-0.040
0.015
-0.029
0.011
0.024
Global
0.028
0.070
0.042
0.035
0.069
0.051
0.001
0.038
0.098
0.021
0.039
0.004
-0.038
0.043
-0.057
0.024
0.034
0.009
0.024
0.101
-0.023
-0.041
-0.027
-0.014
-0.008
-0.059
0.020
Self
0.111
.179(**)
.193(**)
.140(*)
0.045
.167(**)
.274(**)
.216(**)
0.115
.293(**)
.296(**)
.251(**)
.206(**)
.194(**)
.215(**)
.252(**)
.216(**)
.137(*)
.160(*)
.220(**)
.221(**)
.202(**)
.182(**)
.133(*)
0.078
.186(**)
.307(**)
Peer
-0.060
-0.011
-0.004
-0.014
0.038
-0.037
0.017
0.062
-0.036
0.047
-0.019
-0.008
0.097
0.044
-0.042
-0.042
0.114
-0.018
-0.016
0.004
0.072
0.028
-0.030
0.025
-0.055
-0.004
0.013
Supervisor
0.016
0.007
0.058
0.040
0.065
0.068
0.118
0.045
-0.066
0.123
0.108
0.019
.147(*)
0.090
0.127
0.000
0.144
0.103
0.013
0.027
0.116
0.029
-0.057
0.115
-0.002
0.118
0.080
Other
-0.027
-0.034
0.008
0.005
0.039
0.006
0.061
0.065
-0.046
0.089
0.061
0.010
0.113
0.070
0.095
-0.010
.162(*)
0.013
-0.011
0.021
0.107
0.016
-0.075
0.066
-0.025
0.053
0.031
Global
0.045
0.069
0.100
0.065
0.009
0.105
.226(**)
.133(*)
-0.017
.199(**)
.186(**)
.134(*)
.161(**)
.185(**)
.159(**)
0.099
.177(**)
0.109
0.037
0.116
.177(**)
.142(*)
0.036
0.113
0.060
.145(*)
.166(**)
.258(**)
Self
.182(**)
0.112
.215(**)
.204(**)
0.052
.257(**)
.322(**)
.127(*)
.127(*)
.218(**)
.214(**)
.257(**)
0.061
0.106
.198(**)
.241(**)
.146(*)
0.125
0.086
.142(*)
0.081
.125(*)
0.108
.177(**)
0.040
.126(*)
Peer
-0.024
-0.003
0.008
0.020
0.007
-0.078
0.045
0.076
-0.002
0.104
0.042
0.048
0.044
0.059
0.082
0.005
0.108
0.030
0.006
-0.102
0.074
-0.002
0.028
0.064
-0.118
0.016
0.017
0.037
0.123
0.087
0.008
-0.040
0.035
0.127
0.071
-0.072
.233(**)
0.019
0.004
0.048
0.011
0.068
0.082
0.063
0.059
0.013
0.050
0.082
0.025
0.003
0.099
-0.003
0.068
0.067
Other
0.007
0.032
0.024
0.010
0.002
-0.016
0.083
0.085
-0.003
.168(**)
0.045
0.030
0.041
0.035
0.119
0.041
0.098
0.042
0.012
-0.048
0.092
0.038
0.009
0.084
-0.071
0.027
0.041
Global
0.095
0.050
0.100
0.070
0.029
0.099
.253(**)
0.110
0.037
.238(**)
.146(*)
.126(*)
0.049
0.114
.188(**)
.117(*)
.146(*)
0.080
0.042
0.037
.126(*)
0.097
0.064
.175(**)
0.036
0.108
.171(**)
Self
-0.034
.182(**)
0.040
0.112
0.085
0.032
.201(**)
0.107
0.055
.351(**)
0.099
.143(*)
-0.068
.139(*)
.190(**)
0.102
.244(**)
0.101
.129(*)
.162(*)
.177(**)
-0.036
-0.022
0.002
0.126
.142(*)
.191(**)
Peer
-0.067
-0.021
-0.030
-0.055
-0.032
-0.049
-0.033
0.002
-0.070
0.105
-0.085
-0.106
-0.111
-0.054
-0.028
-0.035
.190(**)
0.002
-0.032
-.157(*)
0.096
-0.041
-0.057
-0.028
0.016
-0.038
-0.038
Supervisor
-0.067
-0.024
0.034
0.023
0.001
0.011
-0.007
0.028
-0.092
.153(*)
0.060
0.005
-0.014
-0.037
0.091
-0.046
.167(*)
0.070
0.013
-0.080
.171(*)
-0.104
-0.116
-0.029
0.046
0.059
0.030
Other
-0.043
-0.021
-0.007
-0.001
-0.026
-0.009
-0.015
0.037
-0.056
.168(**)
0.009
-0.034
-0.090
-0.063
0.097
-0.040
.198(**)
0.024
0.000
-.133(*)
.160(**)
-0.086
-0.115
-0.013
0.060
0.014
-0.005
Global
-0.012
0.079
0.006
0.053
0.017
0.028
.140(*)
0.095
-0.022
.307(**)
0.060
0.045
-0.082
0.091
.164(**)
-0.002
.193(**)
0.063
0.078
-0.028
.228(**)
-0.027
-0.059
0.006
.130(*)
.119(*)
.127(*)
Self
0.036
.147(*)
0.048
0.097
0.117
.152(*)
.175(**)
0.058
0.101
.185(**)
.138(*)
.144(*)
0.009
0.123
0.056
.204(**)
0.123
0.077
0.121
.156(*)
.123(*)
0.049
0.049
0.036
.205(**)
0.123
.167(**)
Peer
-0.089
-0.060
-0.107
-0.099
-0.059
-0.045
-0.032
-0.033
-0.050
-0.010
-0.028
-0.083
-.136(*)
-0.127
-0.004
-0.025
0.039
-0.073
-0.064
-.175(*)
0.025
-0.099
-0.002
-0.087
-0.057
-0.045
-0.100
Supervisor
0.011
-0.021
-0.022
0.037
-0.018
-0.028
0.092
-0.001
0.030
0.039
0.073
-0.060
-0.018
0.054
0.048
0.030
0.106
0.036
-0.012
0.014
0.088
-0.102
0.016
-0.074
0.129
-0.005
0.011
Other
-0.095
-0.114
-.130(*)
-0.083
-0.084
-0.073
-0.008
-0.048
-0.049
0.008
0.000
-0.117
-.133(*)
-0.073
0.027
-0.024
0.048
-0.071
-0.082
-.134(*)
0.019
-.149(*)
-0.039
-.135(*)
0.003
-0.078
-.124(*)
Global
-0.035
-0.035
-0.045
-0.043
-0.021
0.011
0.100
0.005
0.008
0.098
0.067
-0.023
-0.096
-0.003
0.060
0.075
0.048
-0.024
-0.011
-0.044
0.081
-0.061
0.021
-0.048
.150(*)
0.040
0.000
Self
-0.003
-0.119
0.011
-0.057
-0.055
0.103
-0.028
-0.039
0.032
-0.121
0.031
0.010
.219(**)
0.129
0.019
-0.079
-0.001
0.031
-0.036
0.057
-0.006
.245(**)
0.020
-0.043
-0.016
0.011
0.014
Peer
-0.019
-0.101
0.002
-0.004
0.048
0.011
-0.010
-0.079
0.123
-0.082
-0.001
0.048
.139(*)
0.037
-0.034
-0.075
-0.006
0.004
0.005
0.008
-0.049
.199(**)
-0.012
-0.068
-0.061
0.045
0.004
Supervisor
-0.082
-0.068
-0.075
0.038
-0.029
0.079
-0.061
-0.106
-0.084
-0.101
-0.004
-0.034
0.056
0.051
-0.017
-0.036
-0.112
-0.006
-0.035
-0.092
-0.088
0.053
0.057
-0.076
0.008
-0.004
-0.042
Other
-0.072
-0.123
-0.033
-0.024
0.033
0.060
-0.031
-0.099
0.062
-.126(*)
0.002
0.008
0.121
0.059
-0.019
-0.048
-0.044
-0.009
0.000
-0.028
-0.054
.185(**)
0.049
-0.079
-0.002
0.055
-0.005
Global
-0.015
-.123(*)
-0.014
-0.031
0.009
0.058
-0.046
-0.082
0.051
-.145(*)
0.001
0.016
.170(**)
0.103
-0.021
-0.078
-0.010
0.026
-0.031
-0.021
-0.050
.229(**)
0.045
-0.066
-0.036
0.037
-0.019
Self
-0.109
-.138(*)
-.156(*)
-0.121
-0.091
-0.040
0.010
-0.024
-0.108
-0.078
0.012
-0.081
0.021
0.059
-0.073
0.025
0.037
-0.093
0.050
0.040
-0.033
-0.015
-.193(**)
-0.011
0.094
0.057
-0.033
Peer
-0.091
-0.062
-0.079
-0.103
-0.122
-0.042
-0.008
0.002
-0.111
-.210(**)
0.023
-0.093
-0.089
0.087
-0.017
0.009
-0.045
0.017
0.050
0.044
-0.014
-0.082
-0.105
-0.047
0.056
-0.020
-0.081
Supervisor
-0.001
-0.061
-0.039
0.017
-0.008
-0.089
0.011
0.020
-0.018
-0.037
-0.043
0.024
-0.008
-0.062
-0.106
-0.027
-0.063
-0.085
0.047
0.026
-0.056
0.000
-0.017
0.058
0.074
-0.013
-0.034
Other
-0.060
-0.065
-0.063
-0.063
-0.043
-0.043
0.045
0.033
-0.060
-.148(*)
0.009
-0.044
-0.022
0.054
-0.043
0.017
-0.044
0.023
0.079
0.049
-0.027
-0.014
-0.048
0.026
0.122
-0.003
-0.039
Global
-0.077
-0.085
-0.086
-0.107
-0.042
-0.047
0.029
0.004
-0.115
-.152(*)
0.051
-0.050
-0.010
0.085
-0.033
0.040
-0.023
-0.023
0.108
0.093
-0.001
-0.018
-0.079
-0.003
0.110
0.025
0.000
HDS 7
Supervisor
Mischievous
HDS 8
Colorful
20
Table 21: Motives, Values, Preferences Inventory (MVPI) Correlations with Performance- Alumni Sample
Intellectual and Cognitive
MVPI 1
Aesthetic
MVPI 2
Affiliation
MVPI 3
Altruistic
MVPI 4
Commercial
MVPI 5
Hedonistic
MVPI 8
Scientific
MVPI 9
Security
Conflict Resolution
Character
26
11
10
13
14
15
12
25
18
17
16
22
23
20
21
19
24
Total
Analysis &
Reasoning
Creativity
Problem
Solving
Practical
Judgment
Researching
Law
Fact Finding
Question &
Interview
Influence &
Advocate
Writing
Speaking
Listening
Strategic
Planning
Managing Self
Managing
Others
Negotiation
Eyes of others
Networking
Advising
Clients
Developing
Relationships
Eval, Develop
& Mentor
Passion
Diligence
Integrity
Stress
management
Community
Service
Self
Development
Avg Across
-0.023
0.040
-0.014
-0.023
0.012
0.024
0.034
-0.089
-0.089
0.019
0.082
-0.001
-0.068
0.004
-0.018
.144(*)
-0.022
0.076
0.079
0.028
0.098
0.004
-0.027
0.023
.249(**)
.144(*)
0.054
Peer
-0.061
-0.025
-0.107
0.040
-0.049
-0.036
-0.014
-0.043
0.026
0.039
0.045
-0.036
-0.060
0.095
-0.101
0.024
0.021
0.007
0.067
0.077
0.095
-0.039
-0.002
-0.028
-0.005
-0.120
-0.012
Supervisor
0.011
-0.003
-0.028
0.103
0.033
-0.049
-0.120
0.011
-0.017
0.078
0.008
-0.094
-0.042
0.071
-0.030
0.137
0.050
0.100
0.014
0.040
0.036
-0.083
0.069
0.018
0.073
-0.004
0.016
Other
-0.060
-0.028
-0.075
0.065
-0.046
-0.059
-0.066
-0.028
0.001
0.058
0.022
-0.036
-0.074
0.079
-0.073
0.090
0.028
0.048
0.041
0.098
0.044
-0.118
0.028
0.015
0.062
-0.075
-0.015
Global
-0.039
-0.032
-0.083
-0.014
-0.052
-0.050
0.007
-0.102
-0.040
0.032
0.033
-0.049
-.128(*)
0.009
-0.070
0.121
-0.049
0.053
0.062
-0.001
0.074
-0.097
-0.029
-0.005
0.120
-0.025
-0.016
Self
0.067
0.035
.145(*)
.219(**)
-0.105
.156(*)
.302(**)
.152(*)
-0.042
.146(*)
0.101
0.091
0.008
0.120
0.068
0.085
.214(**)
.185(**)
.168(*)
.147(*)
.205(**)
0.016
0.016
0.001
.275(**)
0.057
.192(**)
Peer
-0.071
-0.007
-0.125
.161(*)
-0.064
-0.048
0.076
0.004
-0.068
.149(*)
-0.017
-0.042
-0.034
0.043
-0.002
0.053
0.040
0.035
0.072
0.033
0.028
-.165(*)
0.027
-0.053
0.058
0.001
0.010
Supervisor
0.023
0.108
0.011
0.104
0.009
0.009
0.117
0.038
0.018
0.022
0.028
0.027
-0.042
.158(*)
0.063
0.088
.185(*)
0.093
0.019
.217(*)
0.143
-0.057
0.071
0.002
.240(**)
0.059
0.092
Other
-0.038
0.045
-0.066
0.132
-0.003
-0.020
0.105
0.004
-0.025
0.079
-0.034
0.010
-0.069
0.120
0.063
0.087
0.093
0.030
0.049
.146(*)
0.081
-.141(*)
0.071
-0.034
.160(*)
0.040
0.043
Global
0.003
0.015
0.001
.216(**)
-0.071
0.035
.253(**)
0.081
-0.033
.150(*)
0.008
0.010
-0.026
0.105
0.060
0.083
.150(*)
.129(*)
0.101
0.121
.133(*)
-0.100
0.013
-0.042
.220(**)
0.041
0.109
Self
0.088
0.023
0.033
-0.043
0.000
0.061
0.090
0.006
-0.038
-0.065
0.074
-0.056
-0.076
-0.003
-0.024
0.111
-0.053
0.038
.136(*)
0.033
.143(*)
-0.020
0.068
-0.058
.418(**)
0.027
0.080
Peer
0.053
0.132
-0.014
0.061
0.102
0.026
0.052
0.104
0.110
0.138
.158(*)
0.095
0.085
0.046
0.045
.172(*)
-0.037
0.116
0.089
0.142
.180(*)
0.099
.174(*)
-0.025
.163(*)
0.093
.146(*)
Supervisor
0.119
.181(*)
0.048
0.143
0.139
0.076
0.158
0.060
0.065
-0.021
0.060
0.021
-0.071
0.021
-0.009
.196(**)
0.050
0.141
0.063
0.011
.189(*)
0.113
.188(*)
-0.013
.276(**)
0.046
0.124
Other
0.082
.164(*)
0.026
0.094
.160(*)
0.040
0.061
0.061
0.120
0.052
0.092
0.101
-0.006
0.045
0.042
.223(**)
-0.020
.160(*)
0.076
0.092
.203(**)
0.099
.211(**)
-0.016
.251(**)
0.073
.133(*)
Global
.140(*)
.131(*)
.149(*)
0.018
0.035
0.125
0.077
.140(*)
0.032
0.093
0.011
0.076
0.023
-0.062
0.027
0.011
.215(**)
-0.038
.150(*)
0.107
0.075
.198(**)
0.076
.187(**)
-0.040
.383(**)
0.085
Self
0.074
0.118
.152(*)
0.087
0.084
0.109
.150(*)
0.103
-0.054
0.110
0.074
.176(*)
0.112
.155(*)
0.095
-0.048
.189(*)
0.053
0.011
0.073
0.003
.183(**)
0.076
0.022
-0.054
0.128
0.122
Peer
-0.079
-.242(**)
0.032
-0.040
-.181(*)
-.159(*)
-0.057
-0.101
-0.113
-0.011
-0.125
-0.064
-0.088
-0.089
-0.091
-0.122
-0.108
-.192(**)
-0.071
-0.064
-.185(*)
-.176(*)
-.171(*)
0.026
-0.109
0.021
-.151(*)
Supervisor
0.107
0.117
0.144
0.088
0.040
0.078
.186(*)
.160(*)
0.005
.190(*)
0.129
0.148
0.051
-0.009
.195(*)
.155(*)
0.110
0.035
0.018
0.095
0.082
0.019
0.043
0.044
-0.042
0.117
0.120
Other
0.027
-0.072
0.104
0.041
-0.076
-0.039
0.081
0.034
-0.058
0.097
0.007
0.047
-0.028
-0.029
0.072
0.015
0.015
-0.083
-0.014
0.039
-0.041
-0.087
-0.104
0.037
-0.079
0.078
-0.004
Global
0.036
-0.016
.136(*)
0.077
-0.035
0.019
0.098
0.101
-0.048
0.121
0.068
0.119
0.046
0.060
0.051
0.030
0.062
-0.027
-0.007
0.064
-0.042
0.000
-0.064
0.020
-0.117
0.087
0.042
Self
-0.077
-0.042
-0.040
0.006
-0.018
0.033
0.046
-0.013
-0.123
0.006
0.029
0.001
0.041
0.052
-0.003
0.128
0.050
0.056
-0.050
0.093
0.035
0.030
-0.013
-0.028
0.098
0.003
0.016
Peer
-0.123
-0.119
-0.056
-0.108
-.266(**)
-0.111
-0.148
-.146(*)
-.151(*)
-0.002
-.177(*)
-0.122
-.192(**)
-0.085
-0.110
-0.111
-0.089
-.167(*)
-0.052
-0.089
-.167(*)
-.227(**)
-0.036
-0.057
-0.092
-0.112
-.174(*)
Supervisor
-0.065
-0.040
-0.072
-0.051
-0.140
-.158(*)
-0.074
-0.059
-0.070
0.047
-0.119
-0.036
-0.125
-0.002
-0.055
0.066
0.060
0.041
0.024
0.125
-0.025
-.166(*)
-0.022
-0.057
0.011
-0.045
-0.072
Other
-0.129
-0.082
-0.081
-0.073
-.239(**)
-.170(*)
-0.129
-0.115
-0.117
0.022
-.193(**)
-0.094
-.214(**)
-0.031
-0.068
-0.012
-0.013
-0.092
-0.019
0.020
-0.101
-.257(**)
-0.052
-0.059
-0.048
-0.082
-.145(*)
Global
-.154(*)
-0.117
-0.113
-0.074
-.208(**)
-0.112
-0.049
-0.081
-.148(*)
0.008
-.153(*)
-0.107
-.136(*)
-0.069
-0.082
0.043
-0.007
-0.028
-0.037
0.052
-0.056
-.163(*)
-0.110
-0.100
-0.014
-0.081
-0.122
Self
0.105
.161(*)
.262(**)
0.118
0.023
.205(**)
.190(**)
.233(**)
0.006
.281(**)
.161(*)
.289(**)
.198(**)
.221(**)
.217(**)
0.076
.256(**)
0.113
0.102
0.106
.183(**)
.283(**)
0.069
0.128
0.084
.257(**)
.257(**)
Peer
-0.037
-0.054
0.075
0.067
-0.095
-0.058
0.086
0.049
-0.059
-0.004
-0.064
0.068
-0.030
-0.035
0.055
-0.008
0.036
0.012
-0.058
-0.004
-0.016
0.057
-0.097
0.039
-0.007
0.145
-0.005
0.065
0.131
0.110
0.045
0.005
0.120
.206(*)
.164(*)
-0.030
0.131
0.061
0.073
-0.025
0.038
.225(**)
.159(*)
.162(*)
0.083
0.038
.177(*)
.163(*)
0.054
-0.046
0.013
-0.007
0.123
0.101
Other
-0.002
0.026
0.096
0.034
-0.075
0.012
.154(*)
0.082
-0.070
0.049
-0.035
0.050
-0.058
0.027
.147(*)
0.048
0.110
0.032
-0.025
0.100
0.064
0.023
-0.107
0.038
-0.008
0.126
0.028
Global
0.012
0.058
.167(**)
0.077
-0.080
0.071
.171(**)
.138(*)
-0.041
.148(*)
0.048
.130(*)
0.035
0.114
.160(*)
0.075
0.094
0.084
0.016
0.072
0.112
0.103
-0.094
0.060
-0.018
.170(**)
0.103
Self
0.082
.240(**)
.194(**)
.247(**)
0.039
.182(**)
.181(*)
.180(**)
0.026
.289(**)
0.109
.195(**)
0.082
.160(*)
.191(**)
.140(*)
.270(**)
0.119
.136(*)
0.098
.211(**)
.162(*)
-0.002
0.080
0.075
0.120
.234(**)
Peer
-0.007
-0.028
0.019
-0.002
-0.011
-0.027
0.097
-0.040
-0.042
0.044
-.149(*)
-0.004
0.038
-0.050
-0.058
-0.073
0.130
-0.065
-0.065
0.029
0.054
-0.059
-0.047
0.006
0.079
0.087
-0.001
Supervisor
-0.038
0.019
0.005
0.003
0.017
0.048
0.035
0.056
-0.019
0.134
-0.053
0.003
-0.052
0.080
0.066
0.022
0.112
-0.020
-0.046
0.101
0.102
-0.052
-0.101
0.024
0.072
0.057
0.013
Other
-0.036
-0.018
0.016
-0.005
-0.012
0.011
0.085
0.009
-0.038
0.090
-.134(*)
-0.031
-0.027
0.043
0.014
-0.048
0.129
-0.060
-0.071
0.080
0.080
-0.082
-0.109
0.009
0.112
0.080
-0.003
Global
-0.003
0.071
0.061
0.093
0.001
0.063
.131(*)
0.075
0.008
.192(**)
-0.062
0.034
-0.010
0.034
0.106
0.002
.144(*)
0.010
-0.005
0.056
.132(*)
-0.023
-.127(*)
0.006
0.035
0.078
0.067
Self
0.076
0.042
.218(**)
0.057
0.122
0.012
-0.036
.156(*)
0.006
0.017
0.088
.175(*)
0.008
0.004
-0.008
-0.004
0.027
-0.025
-0.086
0.046
0.034
0.113
0.127
0.043
-0.059
0.123
0.066
Peer
-.149(*)
-0.101
-0.062
-0.134
0.046
-0.094
-0.118
-0.065
0.001
-.176(*)
-0.034
-0.060
-0.096
0.048
-.174(*)
-0.076
-.155(*)
-0.001
-0.061
0.021
0.008
0.037
-0.067
-0.070
-0.100
0.006
-0.099
-0.009
Supervisor
0.077
0.009
0.058
-0.031
0.069
-0.105
-0.082
-0.020
0.009
-0.055
0.028
-0.041
-0.041
-0.064
0.003
0.019
-0.139
0.051
-0.044
-0.013
0.067
0.008
0.011
-0.003
-.166(*)
0.040
Other
-0.031
-0.036
0.014
-0.117
0.078
-0.104
-0.072
-0.069
0.011
-.140(*)
-0.018
-0.024
-0.060
-0.025
-0.087
-0.052
-0.137
0.037
-0.063
0.056
0.050
0.029
-0.030
-0.048
-0.122
0.037
-0.058
Global
0.006
-0.001
0.092
-0.052
0.090
-0.097
-0.091
0.045
0.012
-0.093
0.031
0.038
-0.057
-0.002
-0.079
-0.045
-0.106
0.023
-0.080
0.086
0.018
0.049
0.051
-0.030
-.160(*)
0.064
-0.033
Self
0.068
-0.131
-0.084
-.161(*)
0.062
-0.133
-0.123
-0.133
0.015
-.209(**)
-0.021
0.043
-0.013
0.114
-0.064
-0.004
0.003
-0.073
0.058
-0.007
-0.111
0.106
0.028
-0.103
-0.101
-0.130
-0.075
Peer
0.037
-.163(*)
0.057
-0.109
0.020
-0.070
-0.049
-0.030
0.022
-0.033
-0.021
0.010
0.097
0.101
-0.020
-0.099
-0.147
-0.107
-0.075
0.048
-.191(**)
0.058
0.050
-0.076
-0.129
0.000
-0.051
Supervisor
0.077
0.072
0.111
0.018
.192(*)
0.139
0.091
0.076
0.046
0.032
0.145
0.089
0.102
.197(*)
0.023
0.071
-0.092
0.003
0.025
0.060
-0.015
.178(*)
0.003
0.104
-0.026
0.089
0.093
Other
0.069
-0.047
0.103
-0.023
0.114
0.017
0.014
0.021
0.036
-0.014
0.041
0.051
.140(*)
.177(*)
0.024
-0.009
-0.124
-0.041
-0.025
0.056
-0.113
.138(*)
0.045
0.017
-.138(*)
0.031
0.031
Global
0.071
-0.100
0.051
-0.107
.142(*)
-0.051
-0.074
-0.049
0.045
-0.124
0.031
0.075
0.087
.169(**)
-0.048
0.033
-0.084
-0.082
-0.007
0.041
-.138(*)
.164(*)
0.055
-0.026
-.155(*)
-0.042
-0.018
Self
0.118
0.021
0.039
-0.045
-0.027
-0.014
0.007
-0.052
0.070
0.053
0.013
-0.044
-0.133
0.051
-0.013
0.005
-0.063
-0.040
0.065
0.028
0.087
-0.029
.154(*)
0.046
.226(**)
0.036
0.048
0.002
0.059
-0.027
-0.066
0.113
-0.073
-0.037
0.027
0.017
0.023
-0.113
0.131
0.094
0.048
-0.002
-0.012
-0.059
0.032
-0.065
0.102
0.105
0.024
0.136
-0.055
0.114
0.052
0.044
.155(*)
.174(*)
0.085
0.103
0.094
0.030
0.048
0.043
-0.027
0.107
0.142
0.044
-0.019
0.082
0.041
0.100
-0.006
0.046
0.046
-0.024
0.027
0.134
0.135
-0.045
0.057
0.062
0.108
Other
0.099
0.126
0.040
0.013
0.132
-0.044
-0.028
0.031
0.011
0.087
-0.019
0.099
0.030
0.065
0.038
0.058
-0.038
0.067
-0.019
0.060
0.058
0.062
0.132
-0.073
0.083
0.062
0.087
Global
.158(*)
0.105
0.066
-0.016
0.092
-0.019
0.048
0.007
0.040
0.085
0.018
0.076
-0.035
0.110
0.026
0.062
-0.046
0.039
0.024
0.014
0.097
0.021
.170(**)
-0.030
.191(**)
0.063
0.081
Peer
MVPI 10
Tradition
Communications
Self
MVPI 7
Recognition
Supervisor
21
Conflict Resolution
Character
26
11
10
13
14
15
12
25
18
17
16
22
23
20
21
19
24
Total
Creativity
Problem
Solving
Practical
Judgment
Researching
Law
Fact Finding
Question &
Interview
Influence &
Advocate
Writing
Speaking
Listening
Strategic
Planning
Managing Self
Managing
Others
Negotiation
Eyes of others
Networking
Advising
Clients
Developing
Relationships
Eval, Develop
& Mentor
Passion
Diligence
Integrity
Stress
management
Community
Service
Self
Development
Avg Across
Self
.189(**)
.326(**)
.288(**)
.277(**)
.098(*)
.180(**)
.296(**)
.257(**)
.191(**)
.302(**)
.283(**)
.296(**)
.269(**)
.241(**)
.234(**)
.262(**)
.274(**)
.226(**)
.267(**)
.185(**)
.326(**)
.325(**)
.225(**)
.181(**)
.331(**)
.281(**)
.419(**)
Peer
.114(**)
.181(**)
.150(**)
.086(*)
0.073
.113(*)
.142(**)
.139(**)
0.085
.136(**)
0.057
.111(*)
.111(*)
.098(*)
.114(*)
0.083
.194(**)
.162(**)
0.079
.134(**)
.203(**)
.140(**)
0.046
0.063
.190(**)
0.088
.173(**)
.186(**)
.223(**)
.195(**)
.188(**)
.128(**)
.154(**)
.212(**)
.183(**)
.134(**)
.195(**)
.197(**)
.150(**)
.127(**)
.133(**)
.183(**)
.110(*)
.206(**)
.199(**)
0.024
.133(*)
.137(**)
0.086
0.075
0.078
.261(**)
.160(**)
.200(**)
Other
.193(**)
.247(**)
.218(**)
.138(**)
.129(**)
.182(**)
.204(**)
.199(**)
.165(**)
.189(**)
.151(**)
.161(**)
.144(**)
.148(**)
.177(**)
.130(**)
.244(**)
.198(**)
.086(*)
.172(**)
.216(**)
.147(**)
0.077
0.080
.240(**)
.143(**)
.234(**)
Global
.209(**)
.310(**)
.293(**)
.228(**)
.158(**)
.233(**)
.282(**)
.285(**)
.205(**)
.286(**)
.255(**)
.246(**)
.234(**)
.200(**)
.243(**)
.189(**)
.302(**)
.262(**)
.174(**)
.173(**)
.301(**)
.268(**)
.155(**)
.161(**)
.318(**)
.234(**)
.369(**)
0.052
0.072
.098(*)
0.062
.115(**)
0.042
.125(**)
.098(*)
.092(*)
.102(*)
.135(**)
.161(**)
0.082
0.029
0.086
.115(**)
.130(**)
0.052
.118(**)
0.029
.185(**)
.097(*)
0.079
.115(**)
.101(*)
.091(*)
.165(**)
.109(*)
.147(**)
.159(**)
.115(**)
.097(*)
.136(**)
.137(**)
.164(**)
.153(**)
.089(*)
.149(**)
.114(*)
.095(*)
0.027
.097(*)
.126(**)
.157(**)
.111(*)
.090(*)
0.066
.156(**)
.112(*)
0.058
.143(**)
0.052
.130(**)
.183(**)
.120(**)
.139(**)
.165(**)
.170(**)
.144(**)
.192(**)
0.071
.145(**)
.182(**)
0.061
.136(**)
.138(**)
.093(*)
0.091
0.095
.103(*)
.136(**)
.142(**)
.104(*)
0.080
.173(**)
.115(*)
.116(*)
.121(*)
0.097
.149(**)
.174(**)
.169(**)
.173(**)
.202(**)
.182(**)
.132(**)
.207(**)
.128(**)
.212(**)
.219(**)
.109(**)
.186(**)
.176(**)
.125(**)
0.081
.133(**)
.162(**)
.170(**)
.166(**)
.133(**)
0.068
.189(**)
.135(**)
.119(**)
.175(**)
0.058
.155(**)
.222(**)
.154(**)
.185(**)
.202(**)
.176(**)
.157(**)
.173(**)
.128(**)
.206(**)
.198(**)
.116(**)
.197(**)
.196(**)
.139(**)
0.073
.144(**)
.159(**)
.164(**)
.136(**)
.147(**)
0.080
.201(**)
.147(**)
.138(**)
.176(**)
.093(*)
.138(**)
.238(**)
Self
0.035
.096(*)
.091(*)
.148(**)
0.009
0.022
.126(**)
.089(*)
0.036
.258(**)
0.063
0.043
0.010
0.038
.091(*)
.094(*)
.233(**)
0.067
.191(**)
.095(*)
.096(*)
0.036
-0.055
-0.026
.113(*)
.120(**)
.139(**)
Peer
-0.045
0.041
-0.010
0.032
0.010
0.020
0.020
-0.017
-0.002
0.038
-0.035
-0.031
-0.021
-0.028
-0.001
0.086
0.068
0.000
0.023
-0.022
0.053
-0.023
-0.038
0.014
.132(**)
0.034
0.016
Supervisor
0.022
0.018
-0.013
0.000
-0.018
-0.032
-0.052
0.008
0.004
0.058
-0.050
-0.035
-0.020
-0.033
0.034
-0.084
0.063
-0.006
0.033
-0.061
-0.008
-0.025
-0.084
-0.002
0.008
-0.038
-0.004
Other
-0.006
0.035
-0.017
0.025
-0.010
-0.018
-0.030
-0.009
-0.011
0.051
-0.042
-0.054
-0.044
-0.032
0.010
0.007
0.070
0.000
0.031
-0.055
0.029
-0.035
-0.061
-0.016
.116(**)
-0.004
0.009
Global
0.004
0.077
0.026
0.073
0.009
0.009
0.039
0.041
-0.004
.155(**)
-0.008
-0.015
-0.015
-0.013
0.051
0.034
.164(**)
0.019
.103(**)
0.007
.091(*)
-0.011
-0.067
-0.019
.118(**)
0.060
0.059
Self
0.017
.166(**)
.183(**)
.127(**)
0.058
.109(*)
.217(**)
.127(**)
.089(*)
.164(**)
.122(**)
.163(**)
.097(*)
.135(**)
.199(**)
.132(**)
.221(**)
.111(*)
.158(**)
.163(**)
.164(**)
.093(*)
.166(**)
.214(**)
.126(**)
.130(**)
.211(**)
Peer
-0.002
0.037
0.064
0.031
-0.011
0.035
.113(*)
0.039
0.011
.097(*)
0.035
0.070
0.023
0.063
0.038
0.033
.134(**)
0.076
0.080
0.068
0.076
-0.008
0.022
.104(*)
.133(**)
0.026
0.080
Supervisor
0.054
0.049
.111(*)
.108(*)
0.030
0.055
0.087
.127(**)
-0.014
.154(**)
.100(*)
0.052
0.045
0.020
0.094
0.083
0.059
.123(*)
.091(*)
0.030
.133(**)
.117(*)
0.056
.119(*)
.105(*)
.096(*)
.123(**)
Other
0.021
0.041
.085(*)
0.064
-0.003
0.042
.094(*)
.095(*)
-0.027
.151(**)
0.069
0.071
0.013
0.058
0.065
0.049
.112(**)
.096(*)
.092(*)
0.057
.117(**)
0.045
0.027
.130(**)
.123(**)
0.067
.104(*)
Global
-0.007
.088(*)
.130(**)
.083(*)
-0.006
0.070
.170(**)
.110(**)
0.013
.185(**)
.117(**)
.091(*)
0.035
.108(**)
.158(**)
.090(*)
.141(**)
.116(**)
.134(**)
.088(*)
.163(**)
0.069
0.075
.182(**)
.134(**)
.109(**)
.147(**)
-0.071
-.121(**)
0.022
-.114(**)
-0.067
-0.059
-0.012
-.083(*)
-0.033
-.131(**)
-0.067
-.078(*)
-.083(*)
-0.042
-0.003
-0.047
-.103(**)
-0.047
-.078(*)
-0.056
-.123(**)
Self
Peer
Situational
Judgment Test Supervisor
(SJT)
Other
Global
Optimism
(OPT)
Communications
Analysis &
Reasoning
Biographical
Supervisor
Inventory (BIO)
Self
Monitoring
Scale (SMS)
Self
Peer
Emotion
Recognition Supervisor
(ER)
Other
Global
-.084(*) -.112(**)
0.016
0.037
0.018
0.001
.103(**)
0.005
-0.007
0.041
.079(*)
-0.038
-0.066
0.005
-0.027
0.020
-0.025
0.011
-0.017
0.001
0.022
0.012
-0.019
0.029
0.049
-0.019
0.013
-0.003
0.007
0.024
-0.062
-0.038
0.020
0.055
0.029
-0.048
0.003
0.068
0.055
-0.059
0.020
0.031
-0.032
-0.028
-0.010
-0.026
-0.033
-0.067
-0.034
-0.052
0.054
-0.031
-.086(*)
0.002
0.004
0.001
0.045
-0.009
-0.002
0.039
.092(*)
0.023
0.008
0.031
.089(*)
0.018
-0.049
0.030
0.019
0.019
-0.030
0.016
-0.023
0.028
0.017
0.010
-0.021
0.063
0.026
-0.045
0.024
0.011
0.027
0.038
-0.040
-0.011
0.004
.075(*)
-0.015
-0.030
0.001
0.068
-0.020
-0.049
-0.017
-0.007
-0.035
-0.041
0.006
-0.001
0.004
-0.024
0.010
-0.063
0.019
-0.015
-.074(*)
-0.013
-0.001
-0.015
22
Table 23:
Self Stepwise Regressions TOTAL ALUMNI SAMPLE
(Entered LSAT, Index, HPI, BIO, SJT, OPT)
Intellectual and
Cognitive
Research &
Information
Gathering
Communications
Change Statistics
.454(a)
.528(b)
.539(c)
.206
.279
.291
.204
.274
.284
.32276
.30826
.30608
H 2 (Ambition)
BIO
OPT
BIO
H 2 (Ambition)
H 2 (Ambition)
BIO
H 2 (Ambition)
BIO
.224(a)
.251(b)
.274(c)
.326(a)
.373(b)
.309(a)
.360(b)
.293(a)
.344(b)
.050
.063
.075
.106
.139
.095
.130
.086
.118
.047
.057
.066
.103
.133
.092
.124
.083
.113
.47828
.47583
.47348
.57907
.56935
.47939
.47095
.48699
.47906
.050
.013
.012
.106
.033
.095
.034
.086
.032
16.371
4.200
4.083
36.849
11.678
32.630
12.207
29.142
11.350
1
1
1
1
1
1
1
1
1
310
309
308
310
309
310
309
310
309
.000
.041
.044
.000
.001
.000
.001
.000
.001
H 2 (Ambition)
.122(a)
.015
.012
.52871
.015
4.722
310
.031
H 2 (Ambition)
.262(a)
.069
.066
.52028
.069
22.897
310
.000
H6 (Intellec)
.288(b)
.083
.077
.51718
.014
4.720
309
.031
(11)
Questioning and
Interviewing
H 2 (Ambition)
BIO
H 4 (Interper. Sensitivity)
.326(a)
.376(b)
.390(c)
.106
.141
.152
.103
.136
.144
.53326
.52347
.52098
.106
.035
.011
36.757
12.697
3.964
1
1
1
310
309
308
.000
.000
.047
H 2 (Ambition)
BIO
BIO
LSAT
H 2 (Ambition)
H 2 (Ambition)
BIO
BIO
H 4 (Interper. Sensitivity)
SJT
.317(a)
.350(b)
.191(a)
.223(b)
.253(c)
.384(a)
.420(b)
.283(a)
.317(b)
.335(c)
.101
.123
.036
.050
.064
.148
.177
.080
.100
.112
.098
.117
.033
.044
.055
.145
.171
.077
.094
.103
.49011
.48484
.55365
.55068
.54736
.59936
.59005
.48763
.48294
.48058
.101
.022
.036
.013
.014
.148
.029
.080
.021
.012
34.725
7.775
11.677
4.352
4.759
53.749
10.857
26.886
7.045
4.044
1
1
1
1
1
1
1
1
1
1
310
309
310
309
308
310
309
310
309
308
.000
.006
.001
.038
.030
.000
.001
.000
.008
.045
H 2 (Ambition)
BIO
SJT
BIO
H 2 (Ambition)
H 6 (Intellec)
H 3 (Sociability)
H 2 (Ambition)
.326(a)
.376(b)
.395(c)
.269(a)
.324(b)
.372(c)
.389(d)
.268(a)
.106
.141
.156
.072
.105
.138
.151
.072
.103
.136
.148
.069
.099
.130
.140
.069
.55959
.54940
.54537
.64414
.63373
.62285
.61911
.60098
.106
.035
.015
.072
.033
.033
.013
.072
36.767
12.612
5.586
24.188
11.259
11.896
4.727
23.948
1
1
1
1
1
1
1
1
310
309
308
310
309
308
307
310
.000
.000
.019
.000
.001
.001
.030
.000
BIO
.308(b)
.095
.089
.59441
.023
7.885
309
.005
H 2 (Ambition)
BIO
Index
BIO
H 4 (Interper. Sensitivity)
H 2 (Ambition)
.307(a)
.333(b)
.351(c)
.262(a)
.321(b)
.340(c)
.094
.111
.123
.069
.103
.116
.091
.105
.115
.066
.097
.107
.55630
.55217
.54918
.46590
.45804
.45552
.094
.016
.012
.069
.034
.013
32.321
5.661
4.373
22.905
11.742
4.426
1
1
1
1
1
1
310
309
308
310
309
308
.000
.018
.037
.000
.001
.036
H 2 (Ambition)
.367(a)
.135
.132
.75564
.135
48.195
310
.000
BIO
.395(b)
.156
.151
.74738
.022
7.891
309
.005
H 3 (Sociability)
SJT
H 2 (Ambition)
BIO
.412(c)
.425(d)
.239(a)
.281(b)
.170
.181
.057
.079
.162
.170
.054
.073
.74252
.73868
.45832
.45378
.014
.011
.057
.022
5.059
4.210
18.799
7.235
1
1
1
1
308
307
310
309
.025
.041
.000
.008
H 4 (Interper. Sensitivity)
.332(a)
.110
.107
.49894
.110
38.319
310
.000
BIO
.386(b)
.149
.143
.48872
.039
14.102
309
.000
H 2 (Ambition)
.263(a)
.069
.066
.53190
.069
23.019
310
.000
H 4 (Interper. Sensitivity)
.303(b)
.092
.086
.52620
.023
7.750
309
.006
H 2 (Ambition)
BIO
SJT
BIO
H 2 (Ambition)
H 2 (Ambition)
BIO
H 3 (Sociability)
H 1 (Adjustment)
H 2 (Ambition)
BIO
H 3 (Sociability)
LSAT
H 2 (Ambition)
BIO
.346(a)
.406(b)
.430(c)
.325(a)
.359(b)
.238(a)
.279(b)
.300(c)
.366(a)
.403(b)
.331(a)
.359(b)
.376(c)
.295(a)
.348(b)
.120
.164
.185
.106
.129
.057
.078
.090
.134
.163
.109
.129
.141
.087
.121
.117
.159
.177
.103
.123
.054
.072
.081
.131
.157
.106
.123
.133
.084
.115
.71093
.69379
.68620
.56597
.55944
.38623
.38246
.38055
.59344
.58442
.81390
.80637
.80186
.57878
.56887
.120
.045
.021
.106
.023
.057
.021
.012
.134
.029
.109
.019
.013
.087
.034
42.191
16.513
7.872
36.575
8.279
18.650
7.135
4.104
47.948
10.645
38.054
6.819
4.490
29.647
11.893
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
310
309
308
310
309
310
309
308
310
309
310
309
308
310
309
.000
.000
.005
.000
.004
.000
.008
.044
.000
.001
.000
.009
.035
.000
.001
(1)
Analysis and
Reasoning
(2)
Creativity/ Innovation
(26)
Problem Solving
(3)
Practical Judgment
(6)
Researching the Law
(5)
Fact Finding
(8)
Writing
(7)
Speaking
(9)
Listening
Planning and
Organizing
(14)
Organizing and
Managing Ones Own
Work
Conflict
Resolution
(12)
Negotiation Skills
Client &
Business
Relations
Std.
Error of
the Est.
H 2 (Ambition)
BIO
SJT
(13)
Strategic Planning
Working
with
Others
Adjust
R
Square
R
Square
Change
.206
.072
.012
(15)
Organizing & Managing
Others
(25)
Able to See the World
Thru Eyes of Others
(18)
Networking and
Business Development
(4)
Advising Clients
(17) Developing
Relationships in the
Legal Profession
(16)
Evaluation, Develop. &
Mentoring
Passion and
Engagement (22)
(23)
Diligence
Character
R
Square
(20)
Integrity/ Honesty
(21)
Stress Management
(19)
Community Service
(24)
Self-Development
F
Change
80.649
30.859
5.410
df1
1
1
1
df2
310
309
308
Sig. F
Change
.000
.000
.021
23
Table 24:
Peer Stepwise Regressions TOTAL ALUMNI SAMPLE
(Entered LSAT, Index, HPI, BIO, SJT, OPT)
Intellectual and
Cognitive
Research &
Information
Gathering
Communications
Planning and
Organizing
Conflict
Resolut
ion
Client &
Business
Relations
Std.
Error of
the Est.
Change Statistics
R
Square
Change
F
Change
df1
df2
Sig. F
Change
.183(a)
.033
.030
.38831
.033
10.732
310
.001
BIO
.240(b)
.057
.051
.38407
.024
7.872
309
.005
BIO
.114(a)
.013
.010
.47915
.013
4.046
310
.045
(2)
Creativity/ Innovation
BIO
.181(a)
.033
.030
.60344
.033
10.501
310
.001
SJT
.222(b)
.049
.043
.59921
.017
5.387
309
.021
(26)
Problem Solving
SJT
.159(a)
.025
.022
.48889
.025
8.091
310
.005
BIO
.209(b)
.043
.037
.48512
.018
5.829
309
.016
SJT
.115(a)
.013
.010
.60455
.013
4.177
310
.042
SJT
.136(a)
.019
.015
.49343
.019
5.858
310
.016
(11)
Questioning and
Interviewing
(10)
Influencing and
Advocating
BIO
.142(a)
.020
.017
.54128
.020
6.409
310
.012
SJT
.188(b)
.035
.029
.53795
.015
4.845
309
.028
SJT
.164(a)
.027
.024
.52429
.027
8.533
310
.004
BIO
.204(b)
.042
.036
.52106
.015
4.844
309
.028
(8)
Writing
SJT
.153(a)
.023
.020
.59855
.023
7.401
310
.007
LSAT
.209(b)
.044
.037
.59327
.020
6.546
309
.011
HPI 2 (Ambition)
.140(a)
.020
.017
.57758
.020
6.231
310
.013
SJT
.149(a)
.022
.019
.52541
.022
7.021
310
.008
SJT
.114(a)
.013
.010
.51946
.013
4.066
310
.045
HPI 5 (Prudence)
.134(a)
.018
.015
.61395
.018
5.664
310
.018
HPI 5 (Prudence)
.118(a)
.014
.011
.60681
.014
4.411
310
.037
BIO
.114(a)
.013
.010
.51105
.013
4.082
310
.044
SJT
.126(a)
.016
.013
.52614
.016
4.972
310
.026
HPI 2 (Ambition)
.213(a)
.045
.042
.67547
.045
14.703
310
.000
SJT
.256(b)
.066
.060
.66932
.020
6.729
309
.010
BIO
.279(c)
.078
.069
.66592
.012
4.163
308
.042
BIO
.162(a)
.026
.023
.47695
.026
8.313
310
.004
HPI 4
(Interpers.
Sensitivity)
.151(a)
.023
.020
.56131
.023
7.200
310
.008
BIO
.134(a)
.018
.015
.60235
.018
5.672
310
.018
HPI 5 (Prudence)
.176(b)
.031
.025
.59933
.013
4.129
309
.043
Passion and
Engagement (22)
BIO
.203(a)
.041
.038
.62361
.041
13.314
310
.000
SJT
.244(b)
.060
.054
.61856
.019
6.088
309
.014
(23)
Diligence
BIO
.140(a)
.020
.016
.55003
.020
6.203
310
.013
HPI 3 (Sociability)
.188(b)
.036
.029
.54644
.016
5.091
309
.025
LSAT
.124(a)
.015
.012
.43498
.015
4.870
310
.028
HPI 1 (Adjustment)
.160(a)
.026
.022
.60217
.026
8.142
310
.005
SJT
.205(b)
.042
.036
.59809
.016
5.244
309
.023
BIO
.190(a)
.036
.033
.69692
.036
11.567
310
.001
HPI 4
(Interpers.
Sensitivity)
.219(b)
.048
.042
.69371
.012
3.877
309
.050
SJT
.130(a)
.017
.014
.58586
.017
5.299
310
.022
Analysis and
Reasoning
(3)
Practical Judgment
(6)
Researching the Law
Working
with Others
Adjust
R
Square
SJT
Character
R
Square
(5)
Fact Finding
(7)
Speaking
(9)
Listening
(13)
Strategic Planning
(14)
Organizing and
Managing Ones Own
Work
(15)
Organizing and
Managing Others
(12)
Negotiation Skills
(25)
Able to See the World
Thru Eyes of Others
(18)
Networking and
Business Development
(4)
Advising Clients
(17)
Developing
Relationships within the
Legal Profession
(16)
Evaluation, Develop. &
Mentoring
(20)
Integrity/ Honesty
(21)
Stress Management
(19)
Community Service
(24)
Self-Development
NONE
24
Table 25:
Supervisor Stepwise Regressions TOTAL ALUMNI SAMPLE
(Entered LSAT, Index, HPI, BIO, SJT, OPT)
Intellectual and
Cognitive
Research &
Information
Gathering
Communications
Planning and
Organizing
Conflict
Resolut
ion
Client &
Business
Relations
Working
with
Others
Adjust
R
Square
Std.
Error of
the Est.
Change Statistics
R
Square
Change
F
Change
df1
df2
Sig. F
Change
BIO
.200(a)
.040
.037
.44330
.040
12.898
310
.000
SJT
.253(b)
.064
.058
.43847
.024
7.863
309
.005
BIO
.186(a)
.035
.032
.59004
.035
11.115
310
.001
LSAT
.217(b)
.047
.041
.58716
.012
4.047
309
.045
(2)
Creativity/ Innovation
BIO
.223(a)
.050
.047
.63262
.050
16.294
310
.000
SJT
.252(b)
.064
.058
.62908
.014
4.501
309
.035
(26)
Problem Solving
BIO
.195(a)
.038
.035
.55117
.038
12.251
310
.001
SJT
.243(b)
.059
.053
.54596
.021
6.946
309
.009
(3)
Practical Judgment
BIO
.188(a)
.035
.032
.65542
.035
11.306
310
.001
SJT
.241(b)
.058
.052
.64863
.023
7.521
309
.006
(6)
Researching the Law
SJT
.144(a)
.021
.018
.58824
.021
6.566
310
.011
BIO
.184(b)
.034
.027
.58528
.013
4.143
309
.043
(5)
Fact Finding
SJT
.192(a)
.037
.034
.53508
.037
11.893
310
.001
BIO
.235(b)
.055
.049
.53089
.018
5.910
309
.016
(11)
Questioning and
Interviewing
(10)
Influencing and
Advocating
BIO
.212(a)
.045
.042
.53679
.045
14.531
310
.000
HPI 6 (Intellect.)
.250(b)
.062
.056
.53267
.018
5.822
309
.016
BIO
.183(a)
.034
.030
.56931
.034
10.773
310
.001
SJT
.223(b)
.050
.044
.56544
.016
5.261
309
.022
(8)
Writing
SJT
.182(a)
.033
.030
.65768
.033
10.648
310
.001
Index
.254(b)
.065
.059
.64795
.031
10.376
309
.001
BIO
.282(c)
.080
.071
.64379
.015
5.011
308
.026
BIO
.195(a)
.038
.035
.63379
.038
12.195
310
.001
(9)
Listening
BIO
.197(a)
.039
.036
.56746
.039
12.471
310
.000
HPI 5 (Prudence)
.230(b)
.053
.047
.56422
.014
4.577
309
.033
(13)
Strategic Planning
BIO
.150(a)
.023
.019
.55957
.023
7.166
310
.008
SJT
.194(b)
.038
.032
.55611
.015
4.873
309
.028
HPI 5 (Prudence)
.180(a)
.032
.029
.68558
.032
10.387
310
.001
HPI 5 (Prudence)
.166(a)
.027
.024
.68057
.027
8.739
310
.003
BIO
.202(b)
.041
.035
.67689
.014
4.377
309
.037
HPI 2 (Ambition)
.232(a)
.054
.051
.55045
.054
17.601
310
.000
HPI 1 (Adjustment)
.164(a)
.027
.024
.57600
.027
8.565
310
.004
(18)
Networking and
Business Development
HPI 2 (Ambition)
.238(a)
.057
.054
.68763
.057
18.659
310
.000
BIO
.270(b)
.073
.067
.68290
.016
5.311
309
.022
SJT
.291(c)
.085
.076
.67957
.012
4.033
308
.046
(4)
Advising Clients
BIO
.199(a)
.040
.037
.51070
.040
12.818
310
.000
SJT
.233(b)
.055
.048
.50757
.015
4.840
309
.029
(17) Developing
Relationships within the
Legal Profession
HPI 4
(Interpers.
Sensitivity)
HPI 4
(Interpers.
Sensitivity)
.160(a)
.026
.022
.60863
.026
8.140
310
.005
.151(a)
.023
.020
.58191
.023
7.233
310
.008
HPI 2 (Ambition)
.214(a)
.046
.043
.59120
.046
14.834
310
.000
SJT
.266(b)
.071
.065
.58429
.025
8.376
309
.004
HPI 5 (Prudence)
.167(a)
.028
.025
.56444
.028
8.945
310
.003
SJT
.116(a)
.014
.010
.43177
.014
4.252
310
.040
HPI 1 (Adjustment)
.212(a)
.045
.042
.59221
.045
14.539
310
.000
BIO
HPI 4
(Interpers.
Sensitivity)
HPI 6 (Intellect.)
.261(a)
.068
.065
.67203
.068
22.665
310
.000
.285(b)
.081
.075
.66842
.013
4.357
309
.038
.310(c)
.096
.087
.66400
.015
5.125
308
.024
HPI 2 (Ambition)
.171(a)
.029
.026
.57906
.029
9.319
310
.002
SJT
.219(b)
.048
.042
.57433
.019
6.128
309
.014
(7)
Speaking
(16) Evaluation,
Develop. & Mentoring
Passion and
Engagement (22)
Character
R
Square
(23)
Diligence
(20)
Integrity/ Honesty
(21)
Stress Management
(19)
Community Service
(24)
Self-Development
25
Table 26:
Other Stepwise Regressions TOTAL ALUMNI SAMPLE
(Entered LSAT, Index, HPI, BIO, SJT, OPT)
Adjust
R
Square
Std.
Error of
the Est.
Change Statistics
R
Square
Change
F
Change
df1
df2
Sig. F
Change
BIO
.234(a)
.055
.052
.36738
.055
18.030
310
.000
SJT
.307(b)
.095
.089
.36019
.040
13.510
309
.000
BIO
.193(a)
.037
.034
.47947
.037
11.940
310
.001
SJT
.244(b)
.059
.053
.47464
.022
7.342
309
.007
LSAT
.282(c)
.080
.071
.47029
.020
6.741
308
.010
HPI 3 (Sociability)
.307(d)
.095
.083
.46722
.015
5.066
307
.025
BIO
.247(a)
.061
.058
.55760
.061
20.103
310
.000
SJT
.288(b)
.083
.077
.55193
.022
7.394
309
.007
LSAT
.313(c)
.098
.089
.54824
.015
5.172
308
.024
(26)
Problem Solving
BIO
.218(a)
.047
.044
.44969
.047
15.421
310
.000
SJT
.283(b)
.080
.074
.44265
.033
10.937
309
.001
(3)
Practical Judgment
SJT
.182(a)
.033
.030
.53240
.033
10.594
310
.001
BIO
.218(b)
.047
.041
.52928
.014
4.667
309
.032
(6)
Researching the Law
SJT
.132(a)
.017
.014
.49800
.017
5.495
310
.020
BIO
.176(b)
.031
.025
.49535
.014
4.328
309
.038
LSAT
.211(c)
.044
.035
.49272
.013
4.297
308
.039
SJT
.207(a)
.043
.040
.44781
.043
13.887
310
.000
BIO
.262(b)
.069
.063
.44241
.026
8.604
309
.004
BIO
.204(a)
.041
.038
.48043
.041
13.401
310
.000
SJT
.212(a)
.045
.042
.48026
.045
14.647
310
.000
BIO
.277(b)
.077
.071
.47297
.032
10.623
309
.001
SJT
.219(a)
.048
.045
.53884
.048
15.683
310
.000
Index
.287(b)
.082
.076
.52995
.034
11.485
309
.001
BIO
.324(c)
.105
.096
.52427
.022
7.727
308
.006
BIO
.189(a)
.036
.033
.52365
.036
11.494
310
.001
SJT
.186(a)
.034
.031
.45723
.034
11.063
310
.001
BIO
.228(b)
.052
.046
.45378
.018
5.739
309
.017
HPI 5 (Prudence)
.253(c)
.064
.055
.45167
.012
3.886
308
.050
(13)
Strategic Planning
SJT
.176(a)
.031
.028
.47496
.031
9.928
310
.002
BIO
.227(b)
.052
.045
.47066
.021
6.690
309
.010
HPI 5 (Prudence)
.199(a)
.040
.037
.57966
.040
12.829
310
.000
BIO
.235(b)
.055
.049
.57589
.016
5.071
309
.025
HPI 5 (Prudence)
.167(a)
.028
.025
.57551
.028
8.874
310
.003
BIO
.213(b)
.045
.039
.57128
.017
5.609
309
.018
(12)
Negotiation Skills
BIO
.177(a)
.031
.028
.48024
.031
9.985
310
.002
SJT
.211(b)
.045
.038
.47771
.013
4.305
309
.039
(25)
Able to See the World
Thru Eyes of Others
SJT
HPI 4
(Interpers.Sensitivity)
.162(a)
.026
.023
.45776
.026
8.330
310
.004
.208(b)
.043
.037
.45450
.017
5.462
309
.020
(18)
Networking and
Business Development
BIO
.244(a)
.060
.057
.63410
.060
19.673
310
.000
HPI 2 (Ambition)
.291(b)
.085
.079
.62658
.025
8.491
309
.004
SJT
.323(c)
.105
.096
.62076
.020
6.813
308
.009
(4)
Advising Clients
BIO
.198(a)
.039
.036
.43101
.039
12.653
310
.000
SJT
.246(b)
.061
.055
.42684
.022
7.083
309
.008
.177(a)
.031
.028
.50913
.031
10.054
310
.002
.221(b)
.049
.043
.50538
.017
5.606
309
.019
BIO
.172(a)
.030
.027
.55236
.030
9.499
310
.002
HPI 5 (Prudence)
.224(b)
.050
.044
.54742
.020
6.616
309
.011
BIO
.216(a)
.047
.044
.55027
.047
15.181
310
.000
SJT
.274(b)
.075
.069
.54296
.028
9.404
309
.002
HPI 2 (Ambition)
.303(c)
.092
.083
.53884
.017
5.741
308
.017
(1)
Analysis and
Reasoning
(2)
Creativity/ Innovation
(5)
Fact Finding
(11) Questioning and
Interviewing
(10)
Influencing and
Advocating
(8)
Writing
(7) Speaking
(9)
Listening
(17) Developing
Relationships within the
Legal Profession
(16)
Evaluation, Develop. &
Mentoring
Passion and
Engagement (22)
HPI 4
(Interpers.
Sensitivity)
SJT
HPI 5 (Prudence)
.189(a)
.036
.033
.50176
.036
11.541
310
.001
BIO
.229(b)
.052
.046
.49826
.016
5.365
309
.021
HPI 3 (Sociability)
.260(c)
.067
.058
.49508
.015
4.982
308
.026
(20)
Integrity/ Honesty
SJT
.119(a)
.014
.011
.38226
.014
4.468
310
.035
Index
.163(b)
.027
.020
.38047
.012
3.918
309
.049
(21)
Stress Management
HPI 1 (Adjustment)
.220(a)
.048
.045
.52217
.048
15.749
310
.000
SJT
.269(b)
.072
.066
.51644
.024
7.913
309
.005
(19)
Community Service
BIO
HPI 4 (Interpers.
Sensitivity)
SJT
.240(a)
.058
.055
.65965
.058
18.953
310
.000
.272(b)
.074
.068
.65489
.017
5.520
309
.019
.155(a)
.024
.021
.52759
.024
7.587
310
.006
BIO
.201(b)
.040
.034
.52400
.016
5.272
309
.022
(23)
Diligence
Character
R
Square
(24)
Self-Development
26
Table 27:
Tally of variables from stepwise regressions:
Self appraisals:
HPI and BIO are most frequent
HPI 2 Ambition = 23
BIO = 22
SJT = 4
HPI 4 Interpersonal Sensitivity = 4
HPI 3 Sociability = 4
HPI 6 Intellectance = 2
LSAT = 2
OPT = 1
Index = 1
HPI 1 Adjustment = 1
Peer appraisals:
SJT and BIO are most frequent
SJT = 14
BIO = 12
HPI 5 Prudence = 3
HPI 2 Ambition = 2
HPI 4 Interpersonal Sensitivity = 2
LSAT = 2
HPI 3 Sociability = 1
HPI 1 Adjustment = 1
Supervisor Appraisals:
BIO and SJT are most frequent
BIO = 16
SJT = 13
HPI 5 Prudence = 4
HPI 2 Ambition = 4
HPI 4 Interpersonal Sensitivity = 3
HPI 1 Adjustment = 2
HPI 6 Intellectance = 2
LSAT = 1
Index = 1
BIO = 22
SJT = 19
HPI 5 Prudence = 4
LSAT = 3
HPI 4 Interpersonal Sensitivity = 3
HPI 3 Sociability = 2
Index = 2
HPI 2 Ambition = 2
HPI 1 Adjustment = 1
27
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
1L GPA
.214**
.000
1065
.424**
.000
1055
.419**
.000
1050
Table 29: Correlations of UGPA, LSAT, and Index with 1LGPA BERKELEY ALUMNI SAMPLE ONLY
Correlations
Zscore: Undergrad GPA
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
1L GPA
.237**
.000
675
.492**
.000
671
.483**
.000
667
Table 30: Correlations of UGPA, LSAT, and Index with 1LGPA HASTINGS ALUMNI SAMPLE ONLY
Correlations
Zscore: Undergrad GPA
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
1L GPA
.237**
.000
675
.492**
.000
671
.483**
.000
667
28
HPI 2 Ambition
HPI 3 Sociability
HPI 4 Interpersonal
Sensitivity
HPI 5 Prudence
HPI 6 Intellectance
HDS 1 Excitable
HDS 2 Skeptical
HDS 3 Cautious
HDS 4 Reserved
HDS 5 Leisurely
HDS 6 Bold
HDS 7 Mischievous
HDS 8 Colorful
HDS 9 Imaginative
HDS 10 Diligent
HDS 11 Dutiful
MVPI 1 Aesthetic
MVPI 2 Affiliation
MVPI 3 Altruistic
MVPI 4 Commercial
MVPI 5 Hedonistic
MVPI 6 Power
MVPI 7 Recognition
MVPI 8 Scientific
MVPI 9 Security
MVPI 10 Tradition
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
1L GPA
-.074*
.030
853
-.118**
.001
853
-.085*
.013
853
-.122**
.000
853
.003
.932
853
.000
.995
853
.214**
.000
853
.158**
.009
276
-.050
.410
276
.116
.053
276
.106
.078
276
.000
.995
276
-.033
.585
275
-.056
.350
276
-.061
.316
276
-.109
.070
276
-.070
.249
276
.014
.823
276
-.055
.379
254
-.055
.384
254
-.088
.163
254
-.093
.141
254
-.146*
.020
254
-.033
.597
254
-.041
.510
254
.052
.408
254
.059
.348
254
-.096
.127
254
-.092*
.018
665
.008
.848
633
.044
.257
656
-.077*
.047
660
.080*
.022
816
29
Table 32: Correlations of all tests with 1LGPA BERKELEY ALUMNI SAMPLE ONLY
Correlations
HPI 1 Adjustment
HPI 2 Ambition
HPI 3 Sociability
HPI 4 Interpersonal
Sensitivity
HPI 5 Prudence
HPI 6 Intellectance
HDS 1 Excitable
HDS 2 Skeptical
HDS 3 Cautious
HDS 4 Reserved
HDS 5 Leisurely
HDS 6 Bold
HDS 7 Mischievous
HDS 8 Colorful
HDS 9 Imaginative
HDS 10 Diligent
HDS 11 Dutiful
MVPI 1 Aesthetic
MVPI 2 Affiliation
MVPI 3 Altruistic
MVPI 4 Commercial
MVPI 5 Hedonistic
MVPI 6 Power
MVPI 7 Recognition
MVPI 8 Scientific
MVPI 9 Security
MVPI 10 Tradition
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
1L GPA
-.042
.324
547
-.111**
.009
547
-.100*
.020
547
-.125**
.003
547
.020
.642
547
-.005
.904
547
.216**
.000
547
.130
.081
182
-.077
.302
182
.124
.095
182
.112
.134
182
-.028
.711
182
-.072
.334
182
-.052
.489
182
-.058
.434
182
-.147*
.048
182
-.106
.155
182
.091
.220
182
-.075
.350
158
-.119
.137
158
-.201*
.011
158
-.081
.313
158
-.191*
.016
158
-.028
.730
158
-.032
.685
158
.052
.519
158
.092
.251
158
-.130
.103
158
-.092
.061
416
.002
.969
410
.074
.132
412
-.074
.132
414
.123**
.005
520
30
Table 33: Correlations of all tests with 1LGPA HASTINGS ALUMNI SAMPLE ONLY
Correlations
HPI 1 Adjustment
HPI 2 Ambition
HPI 3 Sociability
HPI 4 Interpersonal
Sensitivity
HPI 5 Prudence
HPI 6 Intellectance
HDS 1 Excitable
HDS 2 Skeptical
HDS 3 Cautious
HDS 4 Reserved
HDS 5 Leisurely
HDS 6 Bold
HDS 7 Mischievous
HDS 8 Colorful
HDS 9 Imaginative
HDS 10 Diligent
HDS 11 Dutiful
MVPI 1 Aesthetic
MVPI 2 Affiliation
MVPI 3 Altruistic
MVPI 4 Commercial
MVPI 5 Hedonistic
MVPI 6 Power
MVPI 7 Recognition
MVPI 8 Scientific
MVPI 9 Security
MVPI 10 Tradition
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
1L GPA
-.150**
.008
306
-.146*
.011
306
-.062
.278
306
-.134*
.019
306
-.029
.613
306
-.016
.777
306
.247**
.000
306
.237*
.021
94
.008
.938
94
.116
.264
94
.099
.343
94
.063
.546
94
.066
.527
93
-.097
.351
94
-.073
.483
94
-.052
.615
94
.045
.667
94
-.192
.063
94
-.013
.904
96
.136
.188
96
.206*
.044
96
-.144
.163
96
-.057
.578
96
-.054
.604
96
-.077
.459
96
.060
.564
96
-.018
.860
96
-.017
.867
96
-.081
.204
249
.042
.532
223
-.006
.930
244
-.069
.278
246
-.008
.892
296
31
Table 34:
Background Info for Student Sample: n = 203
School
Sex
Ethnicity
Current year
in Law School
Plan to
practice law?
Frequency
Percent
Hastings
Berkeley
203
100
Female
134
66.0
Male
69
34.0
Caucasian
126
62.1
African American
3.4
Hispanic
19
9.4
Asian/Pacific Islander
32
15.8
Native American
16
7.9
Mixed Race/Ethnicity
126
62.1
Missing
1.5
120
59.1
82
40.4
Missing
.5
No
10
4.9
Yes
192
94.6
.5
-- Solo practice
1.5
10
4.9
20
9.9
66
32.5
1.0
Government Practice
27
13.3
31
15.3
2.0
1.0
2.5
.5
.5
2.5
11
5.4
2.0
11
5.4
Missing
Private Practice
In-house Counsel:
Desired
Future
Work Setting?
Dispute Resolution
Academic/Education
-- Non-profit
32
Intended
practice area
Frequency
Percent
3.0
.5
Taxation
3.4
Securities - Litigation
.5
.5
1.0
Privacy
1.5
1.0
Labor
1.5
International (Public)
3.0
International (Private)
2.5
Intellectual Property
18
8.9
Immigration
3.0
Human Rights
3.4
2.0
Environmental
3.9
Entertainment/ Sports
2.0
Employment
3.0
Disability
.5
16
7.9
20
9.9
3.9
.5
Constitutional
1.5
1.0
Civil Rights
21
10.3
16
7.9
1.0
Appellate
3.0
Antitrust
1.0
Administrative
2.0
Missing
11
5.4
Table 35:
Means for School-Based Performance Measures (Students only)
Total
Gender
Female
UGPA
LSAT
120-180
50/50
Index
(Zscore)
st
1 year
LGPA
Mean
N
SD
Mean
N
SD
Ethnicity
Male
White
AfricanAmerican
Hispanic
Asian/
Pacific
Islander
3.716
3.722
3.704
3.728
3.670
3.701
3.695
203.000
134.000
69.000
126.000
7.000
19.000
32.000
0.233
0.223
0.253
0.228
0.215
0.231
0.266
165.193
164.582
166.397
166.556
158.714
159.684
165.032
202.000
134.000
68.000
126.000
7.000
19.000
31.000
5.523
5.292
5.806
4.793
3.302
7.454
3.799
Mean
N
SD
0.620
0.528
0.803
0.902
-0.682
-0.421
0.525
202.000
134.000
68.000
126.000
7.000
19.000
31.000
1.190
1.144
1.266
1.088
1.033
1.328
0.991
Mean
N
SD
2.743
2.714
2.798
2.859
2.617
2.438
2.705
175.000
114.000
61.000
108.000
6.000
16.000
28.000
0.592
0.600
0.576
0.577
0.861
0.497
0.587
33
Table 36:
Means for BIO and SJT (Students only)
Total
Gender
Female
BIO mean
score
SJT mean
score
Mean
N
SD
Mean
N
SD
Ethnicity
Male
White
AfricanAmerican
Hispanic
Asian/
Pacific
Islander
2.6588
2.6959
2.5893
2.6467
2.5418
2.6581
2.7012
132
86
46
89
11
16
.39116
.37784
.41012
.37695
.47691
.39856
.46291
2.6416
2.6720
2.5815
2.6966
2.6625
2.5895
2.4895
131
87
44
78
10
25
.43216
.42935
.43632
.44369
.44977
.50490
.40546
Table 37:
Means for Hogan Personality Inventory (HPI) (Students only)
Total
Gender
Female
HPI 1:
Adjustment
HPI 2
Ambition
HPI 3
Sociability
HPI 4 Interpers.
Sensitivity
HPI 5 Prudence
HPI 6
Intellectance
HPI 7 Learning
Approach
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Ethnicity
Male
White
AfricanAmerican
Hispanic
Asian/
Pacific
Islander
20.94
21.16
20.51
21.55
17.57
20.38
19.81
191
128
63
118
16
31
6.423
6.190
6.902
6.009
9.289
8.139
5.636
19.81
19.62
20.19
19.81
19.14
20.19
18.97
191
128
63
118
16
31
5.571
5.576
5.588
5.478
7.625
4.916
5.244
14.65
14.18
15.60
14.62
16.86
15.13
13.45
191
128
63
118
16
31
4.786
4.728
4.798
4.759
5.956
4.048
5.176
18.12
18.55
17.24
18.27
18.86
17.38
17.84
191
128
63
118
16
31
2.971
2.656
3.383
2.863
1.773
3.998
2.945
17.68
18.39
16.22
17.96
15.57
17.50
17.52
191
128
63
118
16
31
4.270
4.193
4.082
4.031
3.599
5.967
4.065
14.74
14.00
16.25
14.78
16.00
13.50
14.26
191
128
63
118
16
31
4.158
4.107
3.869
4.085
2.944
5.621
4.066
9.90
9.99
9.71
10.06
10.14
8.94
9.81
191
128
63
118
16
31
2.394
2.464
2.254
2.447
2.035
1.982
2.496
34
Table 38:
Means for Hogan Development Survey (HDS) (Students only)
Total
Gender
Female
HDS 1
Excitable
HDS 2
Skeptical
HDS 3
Cautious
HDS 4
Reserved
HDS 5
Leisurely
HDS 6 Bold
HDS 7
Mischievous
HDS 8
Colorful
HDS 9
Imaginative
HDS 10
Diligent
HDS 11
Dutiful
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Ethnicity
Male
White
AfricanAmerican
Hispanic
Asian/
Pacific
Islander
5.98
5.80
6.42
5.43
6.50
6.57
6.25
63
44
19
35
16
3.265
3.181
3.501
2.993
2.121
4.237
3.416
5.75
5.45
6.42
5.26
7.00
7.29
5.94
63
44
19
35
16
2.396
2.357
2.411
2.280
1.414
2.430
2.407
5.79
5.77
5.84
5.49
5.50
6.14
6.31
63
44
19
35
16
2.846
2.900
2.794
2.737
2.121
3.848
2.915
4.94
4.70
5.47
5.14
5.50
4.43
4.50
63
44
19
35
16
2.086
2.141
1.896
2.390
.707
1.618
1.673
5.49
5.41
5.68
5.17
7.00
5.43
5.69
63
44
19
35
16
2.063
2.061
2.110
1.465
1.414
3.823
2.056
7.06
6.80
7.68
6.60
10.50
7.00
7.63
63
44
19
35
16
2.956
3.100
2.562
2.943
3.536
1.915
3.074
5.43
5.45
5.37
5.03
7.50
6.43
5.31
63
44
19
35
16
2.360
2.454
2.191
2.269
.707
2.637
2.330
6.94
6.48
8.00
6.86
9.00
6.00
7.19
63
44
19
35
16
3.146
3.031
3.232
3.336
1.414
1.826
3.468
6.75
6.64
7.00
6.49
7.50
6.43
7.13
63
44
19
35
16
2.658
2.633
2.769
2.254
.707
2.820
3.686
9.89
10.05
9.53
9.74
11.50
10.29
9.56
63
44
19
35
16
2.489
2.650
2.091
2.559
2.121
2.984
2.421
8.17
8.39
7.68
8.03
9.50
8.00
8.69
63
44
19
35
16
2.106
1.956
2.405
2.229
2.121
1.414
1.621
35
Table 39:
Means for Motives, Values, Preferences Inventory (MVPI) (Students only)
Total
Gender
Female
MVPI 1
Aesthetic
MVPI 2
Affiliation
MVPI 3
Altruistic
MVPI 4
Commercial
MVPI 5
Hedonistic
MVPI 6
Power
MVPI 7
Recognition
MVPI 8
Scientific
MVPI 9
Security
MVPI 10
Tradition
Ethnicity
Male
White
AfricanAmerican
Hispanic
Asian/
Pacific
Islander
40.43
39.35
42.60
40.94
40.00
44.00
36.67
60
40
20
35
8.058
7.319
9.179
7.585
9.539
12.000
6.683
48.70
48.90
48.30
49.51
51.67
42.83
47.50
60
40
20
35
6.424
6.054
7.255
5.958
5.132
8.085
6.473
52.90
53.70
51.30
53.37
56.67
46.50
54.00
60
40
20
35
6.462
5.689
7.692
5.699
3.512
9.813
4.382
35.62
36.10
34.65
34.29
37.00
30.83
40.17
60
40
20
35
7.014
6.504
8.028
7.028
4.000
6.524
5.811
43.25
42.03
45.70
41.66
44.00
45.33
45.17
60
40
20
35
7.780
8.198
6.367
8.306
8.000
5.785
8.256
44.43
44.28
44.75
44.97
45.67
36.67
45.17
60
40
20
35
7.329
7.211
7.738
7.027
7.371
8.524
7.574
43.38
42.70
44.75
41.60
48.00
46.00
44.00
60
40
20
35
7.585
6.517
9.408
8.008
5.000
7.071
8.124
Mean
N
SD
40.33
39.13
42.75
39.80
41.33
37.17
40.33
60
40
20
35
8.663
8.340
9.002
8.295
2.082
9.432
12.628
Mean
N
SD
38.42
39.98
35.30
38.09
37.33
36.17
41.83
60
40
20
35
7.397
7.141
7.064
7.812
10.017
8.886
7.679
Mean
N
SD
43.82
44.33
42.80
44.26
47.67
38.33
44.00
60
40
20
35
6.088
5.963
6.363
5.957
2.887
3.983
9.940
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Mean
N
SD
Table 40:
Means for SMS, OPT, and ER (Students only)
Total
Gender
Female
SMS total
score
OPT total
score
ER Sum
total score
Mean
N
SD
Mean
N
SD
Mean
N
SD
16.515
2
132
5.0501
1
22.969
5
131
4.9922
1
39.494
8
192
7.9652
4
Ethnicity
Male
White
AfricanAmerican
Hispanic
Asian/
Pacific
Islander
16.0698
17.3478
16.4831
20.0000
15.3636
15.7500
86
46
89
11
16
4.81857
5.41281
5.18983
5.87367
4.27253
4.72582
23.3882
22.1957
22.9773
20.8000
22.5455
22.5000
85
46
88
11
16
4.91377
5.09736
5.20605
5.26308
4.32120
4.51664
40.1406
38.2031
39.1695
35.0000
39.5000
38.5625
128
64
118
16
32
7.36317
8.97294
7.04358
8.98146
5.63323
11.12955
36
Table 41: Intercorrelations of all predictors, UGPA, LSAT, and Index STUDENT SAMPLE
Correlations
Zscore:
Undergrad
GPA
Zscore: Undergrad GPA
HPI 1 Adjustment
HPI 2 Ambition
HPI 3 Sociability
HPI 4 Interpersonal
Sensitivity
HPI 5 Prudence
HPI 6 Intellectance
HDS 1 Excitable
HDS 2 Skeptical
HDS 3 Cautious
HDS 4 Reserved
HDS 5 Leisurely
HDS 6 Bold
HDS 7 Mischievous
HDS 8 Colorful
HDS 9 Imaginative
HDS 10 Diligent
HDS 11 Dutiful
MVPI 1 Aesthetic
MVPI 2 Affiliation
MVPI 3 Altruistic
MVPI 4 Commercial
MVPI 5 Hedonistic
MVPI 6 Power
MVPI 7 Recognition
MVPI 8 Scientific
MVPI 9 Security
MVPI 10 Tradition
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
-.012
.862
202
.541**
.000
202
.006
.931
191
.109
.134
191
.004
.958
191
-.005
.942
191
.125
.086
191
-.106
.144
191
.033
.654
191
-.096
.453
63
-.086
.503
63
-.123
.338
63
.253*
.046
63
-.097
.450
63
-.118
.358
63
.009
.946
63
-.066
.609
63
-.142
.269
63
.009
.942
63
.037
.775
63
-.142
.278
60
.139
.288
60
-.183
.162
60
-.283*
.028
60
-.038
.774
60
-.146
.267
60
-.102
.439
60
-.520**
.000
60
.235
.071
60
.222
.088
60
-.006
.942
132
-.025
.773
131
.089
.312
132
.012
.893
131
.009
.899
192
Zscore:
Adjusted
LSAT score
.834**
.000
202
.100
.167
191
-.052
.474
191
-.067
.360
191
-.074
.307
191
-.142
.050
191
.152*
.036
191
.211**
.003
191
-.151
.238
63
-.359**
.004
63
.033
.796
63
-.059
.645
63
-.134
.297
63
-.164
.198
63
-.222
.081
63
-.060
.640
63
-.117
.363
63
-.271*
.032
63
-.179
.160
63
-.013
.923
60
-.136
.300
60
.058
.658
60
-.169
.196
60
-.151
.249
60
-.161
.220
60
-.296*
.022
60
.082
.535
60
-.014
.916
60
.223
.086
60
-.002
.979
132
.070
.427
130
-.055
.528
132
.050
.568
131
.057
.432
191
Index 50/50
.088
.229
191
.016
.830
191
-.054
.460
191
-.065
.371
191
-.051
.484
191
.069
.340
191
.195**
.007
191
-.188
.139
63
-.370**
.003
63
-.038
.767
63
.087
.498
63
-.173
.174
63
-.213
.094
63
-.194
.128
63
-.090
.482
63
-.183
.151
63
-.238
.060
63
-.140
.272
63
-.099
.451
60
-.028
.829
60
-.064
.626
60
-.319*
.013
60
-.151
.248
60
-.226
.082
60
-.313*
.015
60
-.253
.051
60
.134
.307
60
.327*
.011
60
-.005
.952
132
.049
.577
130
.001
.990
132
.048
.584
131
.058
.422
191
HPI 1
Adjustment
.448**
.000
191
-.006
.933
191
.545**
.000
191
.462**
.000
191
.105
.149
191
.167*
.021
191
-.775**
.000
63
-.541**
.000
63
-.484**
.000
63
-.220
.083
63
-.355**
.004
63
-.104
.417
63
-.183
.151
63
-.128
.318
63
-.388**
.002
63
.083
.520
63
-.138
.280
63
-.159
.226
60
.087
.508
60
.063
.634
60
-.136
.300
60
-.142
.278
60
-.251
.053
60
-.407**
.001
60
-.010
.940
60
-.058
.662
60
.088
.506
60
.251**
.004
130
.058
.518
126
-.062
.480
130
.583**
.000
129
.123
.089
191
HPI 2
Ambition
.460**
.000
191
.425**
.000
191
.134
.064
191
.168*
.020
191
.169*
.019
191
-.525**
.000
63
.083
.516
63
-.762**
.000
63
-.322*
.010
63
-.397**
.001
63
.549**
.000
63
.211
.097
63
.554**
.000
63
.170
.183
63
-.065
.610
63
-.208
.102
63
.002
.988
60
.361**
.005
60
-.052
.696
60
-.055
.678
60
.277*
.032
60
.203
.120
60
.297*
.021
60
.099
.454
60
-.071
.588
60
-.044
.740
60
.415**
.000
130
-.011
.899
126
.179*
.042
130
.497**
.000
129
.113
.120
191
HPI 3
Sociability
.341**
.000
191
-.295**
.000
191
.386**
.000
191
-.026
.716
191
-.088
.494
63
.224
.078
63
-.475**
.000
63
-.334**
.007
63
-.108
.401
63
.426**
.000
63
.579**
.000
63
.724**
.000
63
.411**
.001
63
-.275*
.029
63
-.042
.743
63
.195
.136
60
.531**
.000
60
.021
.875
60
.006
.966
60
.413**
.001
60
.287*
.026
60
.523**
.000
60
.086
.513
60
-.371**
.004
60
-.085
.516
60
.201*
.022
130
-.151
.091
126
.608**
.000
130
.121
.170
129
-.011
.879
191
HPI 4
Interpersonal
Sensitivity
.320**
.000
191
.148*
.041
191
.115
.114
191
-.453**
.000
63
-.210
.098
63
-.369**
.003
63
-.694**
.000
63
-.336**
.007
63
.168
.188
63
.111
.386
63
.278*
.027
63
-.083
.519
63
.117
.359
63
.140
.273
63
-.255*
.049
60
.577**
.000
60
.261*
.044
60
-.112
.392
60
.006
.966
60
.093
.478
60
-.107
.416
60
-.114
.385
60
-.077
.556
60
.127
.335
60
.320**
.000
130
-.064
.474
126
.203*
.020
130
.485**
.000
129
.046
.529
191
HPI 5
Prudence
-.237**
.001
191
.038
.602
191
-.359**
.004
63
-.375**
.002
63
.047
.713
63
-.167
.190
63
-.040
.753
63
-.122
.340
63
-.476**
.000
63
-.358**
.004
63
-.557**
.000
63
.557**
.000
63
.237
.061
63
-.390**
.002
60
.100
.449
60
.113
.392
60
-.057
.668
60
-.356**
.005
60
-.110
.403
60
-.268*
.039
60
-.230
.077
60
.442**
.000
60
.274*
.034
60
.030
.735
130
.097
.281
126
-.219*
.012
130
.269**
.002
129
.088
.226
191
HPI 6
Intellectance
.199**
.006
191
.060
.639
63
.064
.619
63
-.158
.217
63
.037
.772
63
-.006
.962
63
.098
.446
63
.371**
.003
63
.396**
.001
63
.403**
.001
63
-.190
.136
63
-.279*
.027
63
.404**
.001
60
-.175
.181
60
-.070
.596
60
.057
.666
60
-.044
.741
60
-.076
.565
60
.044
.738
60
.461**
.000
60
-.330**
.010
60
-.197
.131
60
.032
.718
130
-.094
.297
126
.360**
.000
130
.046
.605
129
.095
.193
191
HPI 7
Learning
Approach
-.270*
.033
63
-.129
.313
63
-.257*
.042
63
-.154
.228
63
-.251*
.047
63
.174
.172
63
-.136
.288
63
.011
.931
63
.039
.762
63
.061
.637
63
-.160
.212
63
.250
.054
60
-.185
.156
60
.061
.642
60
.223
.086
60
.095
.472
60
.221
.090
60
.057
.666
60
.396**
.002
60
.039
.768
60
-.003
.983
60
.005
.954
130
.131
.145
126
-.086
.329
130
.148
.095
129
.127
.079
191
HDS 1
Excitable
.480**
.000
63
.583**
.000
63
.222
.080
63
.430**
.000
63
-.112
.383
63
.145
.256
63
-.041
.750
63
.258*
.041
63
-.090
.485
63
.080
.532
63
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
-.368*
.042
31
-.113
.536
32
.128
.494
31
-.610**
.000
31
-.192
.132
63
HDS 2
Skeptical
.042
.745
63
.126
.326
63
.218
.086
63
.426**
.001
63
.356**
.004
63
.278*
.027
63
.511**
.000
63
-.016
.903
63
-.100
.437
63
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
-.004
.982
31
.017
.927
32
.075
.687
31
-.123
.510
31
-.202
.111
63
HDS 3
Cautious
.272*
.031
63
.507**
.000
63
-.338**
.007
63
-.164
.198
63
-.446**
.000
63
-.052
.687
63
.167
.190
63
.259*
.040
63
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
-.513**
.003
31
.044
.811
32
-.219
.236
31
-.656**
.000
31
-.062
.632
63
HDS 4
Reserved
.296*
.018
63
-.065
.614
63
.025
.844
63
-.382**
.002
63
.047
.717
63
.005
.970
63
-.291*
.021
63
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
-.209
.260
31
-.001
.996
32
-.350
.053
31
-.291
.112
31
-.001
.995
63
HDS 5
Leisurely
.090
.483
63
.095
.458
63
-.070
.587
63
.188
.140
63
.199
.117
63
.091
.477
63
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
-.126
.499
31
.092
.617
32
.156
.401
31
-.355
.050
31
.074
.566
63
HDS 6 Bold
.350**
.005
63
.424**
.001
63
.296*
.019
63
.165
.195
63
-.118
.355
63
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.339
.062
31
-.094
.609
32
.099
.598
31
.395*
.028
31
.005
.968
63
HDS 7
Mischievous
.462**
.000
63
.488**
.000
63
-.244
.054
63
-.132
.302
63
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.185
.319
31
-.261
.149
32
.458**
.010
31
-.041
.827
31
-.014
.914
63
HDS 8
Colorful
.332**
.008
63
-.365**
.003
63
-.057
.659
63
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.222
.229
31
-.091
.621
32
.516**
.003
31
.306
.094
31
-.015
.908
63
HDS 9
Imaginative
-.143
.263
63
-.280*
.026
63
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.104
.578
31
-.139
.447
32
.117
.530
31
-.039
.835
31
.004
.978
63
HDS 10
Diligent
.247
.051
63
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.140
.454
31
.481**
.005
32
.031
.870
31
.072
.699
31
.115
.369
63
HDS 11
Dutiful
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
.a
.
0
-.501**
.004
31
.268
.137
32
.353
.051
31
-.166
.372
31
-.020
.879
63
MVPI 1
Aesthetic
-.087
.508
60
.147
.263
60
.082
.536
60
.298*
.021
60
.139
.289
60
.213
.102
60
.222
.089
60
-.263*
.042
60
.068
.608
60
-.043
.816
32
-.102
.606
28
.111
.544
32
-.105
.567
32
-.022
.869
60
MVPI 2
Affiliation
.248
.056
60
.018
.889
60
.407**
.001
60
.336**
.009
60
.299*
.020
60
-.009
.943
60
-.013
.924
60
.161
.220
60
.103
.576
32
.246
.206
28
.425*
.015
32
.352*
.048
32
-.005
.969
60
MVPI 3
Altruistic
-.024
.853
60
-.030
.819
60
.145
.268
60
.034
.797
60
.095
.468
60
.035
.789
60
.364**
.004
60
.409*
.020
32
.207
.290
28
-.062
.738
32
.051
.782
32
.177
.175
60
MVPI 4
Commercial
.357**
.005
60
.515**
.000
60
.215
.099
60
.470**
.000
60
.116
.379
60
-.035
.788
60
-.146
.425
32
.072
.717
28
-.070
.704
32
-.191
.295
32
.238
.067
60
MVPI 5
Hedonistic
.458**
.000
60
.452**
.000
60
.153
.242
60
-.129
.326
60
-.038
.775
60
-.107
.560
32
.149
.450
28
.365*
.040
32
-.030
.872
32
.099
.452
60
MVPI 6 Power
.500**
.000
60
.311*
.016
60
.014
.913
60
.121
.358
60
.175
.338
32
.403*
.033
28
.237
.191
32
-.096
.603
32
.157
.230
60
MVPI 7
Recognition
.222
.089
60
-.089
.499
60
.004
.977
60
-.233
.198
32
.237
.224
28
.477**
.006
32
-.171
.349
32
.049
.712
60
MVPI 8
Scientific
-.128
.328
60
-.025
.849
60
-.024
.897
32
.128
.515
28
.047
.799
32
.151
.409
32
.038
.772
60
MVPI 9
Security
.419**
.001
60
-.155
.396
32
-.213
.277
28
-.103
.574
32
-.078
.671
32
-.108
.412
60
MVPI 10
Tradition
.156
.394
32
.089
.651
28
-.206
.257
32
-.105
.567
32
.028
.831
60
BIO mean
score
-.093
.461
65
.096
.275
132
.263**
.002
131
.196*
.025
130
SJT mean
score
-.276*
.026
65
.001
.994
64
.013
.885
127
SMS total
score
.106
.230
131
.062
.481
130
OPT total
score
ER Sum
total score
-.012
.893
129
37
Table 42:
Means for Self Appraisals (Student only)
Total
Communications
Planning and
Organizing
Asian
4.0438
102
.31132
4.0278
54
.32839
3.9960
99
.32533
4.2505
6
.20602
4.1148
12
.33319
4.1002
23
.27984
(1)
Analysis and Reasoning
Mean
N
SD
(2)
Creativity/
Innovation
Mean
N
SD
(26)
Problem Solving
Mean
N
SD
(3)
Practical Judgment
Mean
N
SD
3.9739
153
.59269
4.0294
153
.46324
4.0596
151
.50638
4.1742
155
.55711
3.9050
100
.59329
3.9899
99
.47905
3.9800
100
.50212
4.2108
102
.56039
4.1038
53
.57478
4.1019
54
.42758
4.2157
51
.48223
4.1038
53
.54911
3.9592
98
.58624
3.9897
97
.48401
4.0365
96
.51424
4.1263
99
.52656
4.6000
5
.41833
4.3333
6
.40825
4.2500
6
.41833
4.5000
6
.63246
3.8750
12
.77239
3.9091
11
.58387
4.0909
11
.53936
4.2917
12
.58225
4.0455
22
.37509
4.2174
23
.39388
4.0909
22
.45346
4.2273
22
.42893
(6)
Researching the Law
Mean
N
SD
(5)
Fact Finding
Mean
N
SD
(11)
Questioning and
Interviewing
Mean
N
SD
3.8799
154
.61052
4.0600
150
.43319
4.0261
134
.49553
3.8650
100
.63108
4.0561
98
.36526
4.0543
92
.49976
3.9074
54
.57523
4.0673
52
.54259
3.9643
42
.48631
3.8776
98
.59231
4.0206
97
.45022
4.0058
86
.49997
3.8333
6
.68313
4.2500
6
.41833
4.2000
5
.27386
3.6364
11
.89696
4.1000
10
.31623
4.0500
10
.83166
4.1087
23
.42524
4.2045
22
.36707
4.1053
19
.31530
(10)
Influencing and Advocating
Mean
N
SD
(8)
Writing
Mean
N
SD
(7)
Speaking
Mean
N
SD
(9)
Listening
Mean
N
SD
4.1376
149
.57791
4.1194
155
.69806
3.9837
153
.68205
4.1136
154
.50333
4.0938
96
.55872
4.0882
102
.66902
3.9653
101
.65672
4.1422
102
.47916
4.2170
53
.60851
4.1792
53
.75380
4.0192
52
.73406
4.0577
52
.54820
4.0957
94
.58326
4.1162
99
.74856
3.9010
96
.67520
4.0459
98
.49787
4.2500
6
.27386
4.1667
6
.51640
4.5000
6
.44721
4.0833
6
.37639
4.3636
11
.71031
3.9583
12
.96433
4.0417
12
.78214
4.5000
12
.47673
4.3182
22
.47673
4.2727
22
.48125
4.1087
23
.81124
4.1818
22
.39477
(13)
Strategic Planning
Mean
N
SD
(14)
Organizing and Managing
Ones Own Work
Mean
N
SD
(15)
Organizing and Managing
Others
Mean
N
SD
3.9610
141
.55443
3.8806
155
.75611
4.1130
146
.62359
3.9415
94
.52801
3.9216
102
.74709
4.1615
96
.54529
4.0000
47
.60792
3.8019
53
.77422
4.0200
50
.74888
3.9261
88
.57506
3.8182
99
.72652
4.0532
94
.63274
4.0833
6
.37639
3.9167
6
.86120
4.6667
6
.40825
3.8500
10
.74722
4.2917
12
.86493
4.2500
10
.54006
3.9773
22
.44927
3.7500
22
.90960
4.0952
21
.64457
(12)
Negotiation Skills
Mean
N
SD
Mean
N
SD
4.0313
112
.48528
4.1250
152
.57615
4.0592
76
.45436
4.1465
99
.54047
3.9722
36
.54700
4.0849
53
.64103
3.9485
68
.48206
4.0781
96
.59528
4.3000
5
.44721
4.3333
6
.40825
4.1667
6
.51640
4.2083
12
.83824
4.0526
19
.49707
4.1591
22
.38994
(18)
Networking and Business
Development
Mean
N
SD
(4)
Advising Clients
Mean
N
SD
3.7028
143
.81844
4.0903
144
.53432
3.6354
96
.85986
4.1223
94
.52715
3.8404
47
.71556
4.0300
50
.54782
3.5899
89
.82765
4.0543
92
.51064
3.9167
6
1.11430
4.4000
5
.65192
4.1364
11
.71031
4.1818
11
.68091
3.7955
22
.76624
4.0952
21
.51524
(17) Developing
Relationships within the
Legal Profession
Mean
N
SD
(16) Evaluation,
Development, and
Mentoring
Mean
N
SD
4.1923
156
.57491
4.1840
125
.47322
4.2059
102
.57743
4.2262
84
.40631
4.1667
54
.57462
4.0976
41
.58330
4.1465
99
.56808
4.1013
79
.50243
4.5000
6
.44721
4.5000
6
.31623
4.2500
12
.78335
4.5000
8
.37796
4.3261
23
.44233
4.1053
19
.26765
(22)
Passion and Engagement
Mean
N
SD
(23)
Diligence
Mean
N
SD
(20)
Integrity/Honesty
Mean
N
SD
Mean
N
SD
(19) Community
Involvement and Service
Mean
N
SD
(24)
Self-Development
Mean
N
SD
4.1331
154
.59420
3.8782
156
.62054
4.3994
154
.43303
3.9359
156
.68325
3.9058
154
.70657
3.9934
152
.49830
4.1800
100
.62166
3.9461
102
.60488
4.4250
100
.39807
3.8922
102
.72654
4.0400
100
.68416
3.9900
100
.52695
4.0463
54
.53437
3.7500
54
.63506
4.3519
54
.49172
4.0185
54
.59051
3.6574
54
.68559
4.0000
52
.44281
4.0876
97
.62504
3.8788
99
.56736
4.3814
97
.44355
3.9141
99
.69267
3.8724
98
.65532
3.9740
96
.50456
4.4167
6
.37639
3.8333
6
.51640
4.5000
6
.31623
3.9167
6
.73598
4.2500
6
.52440
4.0833
6
.37639
4.1250
12
.71111
4.0000
12
.82572
4.4167
12
.59671
3.8750
12
.95644
3.9545
11
.85013
4.0909
11
.62523
4.1087
23
.47569
3.8478
23
.72980
4.4130
23
.35841
4.0870
23
.53624
3.8478
23
.78963
4.0000
23
.47673
Client &
Business
Relations
Conflict
Resolution
Ethnicity
Afr.
Hisp.
Amer.
4.0383
156
.31637
Working
with
Others
Character
White
Mean
N
SD
Research &
Information
Gathering
Intellectual and
Cognitive
Gender
Female
Male
38
Table 43:
Means for Peer Appraisals (Student only)
Total
Communications
Planning and
Organizing
Asian
4.1979
107
.37705
4.1791
60
.44284
4.2248
107
.41124
(1)
Analysis and Reasoning
Mean
N
SD
(2)
Creativity/
Innovation
Mean
N
SD
(26)
Problem Solving
Mean
N
SD
(3)
Practical Judgment
Mean
N
SD
4.1411
163
.53362
4.1725
158
.48373
4.2326
158
.52722
4.2515
165
.62804
4.0905
105
.54057
4.1510
101
.45150
4.1931
101
.49229
4.2714
105
.65515
4.2328
58
.51269
4.2105
57
.53825
4.3026
57
.58198
4.2167
60
.58125
3.8571
104
.51172
4.2748
101
.43661
4.3168
101
.47551
4.2786
105
.66444
3.9667
7
.76181
4.0000
7
.38188
3.7143
7
.68357
4.3214
7
.65692
4.1400
15
.45185
3.7857
14
.61125
3.9643
14
.73939
4.1500
15
.82808
4.1400
25
.50559
4.0313
24
.49074
4.1146
24
.46613
4.2200
25
.45826
(6)
Researching the Law
Mean
N
SD
(5)
Fact Finding
Mean
N
SD
(11)
Questioning and
Interviewing
Mean
N
SD
4.1811
156
.54814
4.2599
152
.46827
4.2257
113
.53239
4.1633
98
.55856
4.2109
96
.38616
4.2917
72
.51731
4.2112
58
.53353
4.3438
56
.57715
4.1098
41
.54500
4.2197
99
.55933
4.3263
95
.46710
4.2319
69
.61584
3.7857
7
.84691
4.1071
7
.51755
4.0417
6
.33229
4.1500
15
.44118
4.0000
14
.63549
4.2955
11
.33200
4.1739
23
.44870
4.2292
24
.31205
4.2105
19
.38427
(10)
Influencing and Advocating
Mean
N
SD
(8)
Writing
Mean
N
SD
(7)
Speaking
Mean
N
SD
(9)
Listening
Mean
N
SD
4.2842
161
.53143
4.3156
141
.60992
4.0348
165
.69509
4.0958
167
.65500
4.2279
102
.52074
4.3182
88
.56569
4.0448
106
.65174
4.1565
107
.54245
4.3814
59
.54011
4.3113
53
.68273
4.0169
59
.77246
3.9875
60
.81228
4.3534
104
.51153
4.3670
94
.56405
4.0381
105
.72869
4.1682
107
.61312
3.9643
7
.54827
3.8214
7
1.09653
4.2143
7
.48795
3.8929
7
.24398
4.1538
13
.60843
4.1538
13
.73271
3.8833
15
.81759
3.7500
15
.89143
4.1979
24
.58967
4.4000
20
.38389
4.1100
25
.58666
4.1700
25
.55302
(13)
Strategic Planning
Mean
N
SD
(14)
Organizing and Managing
Ones Own Work
Mean
N
SD
(15)
Organizing and Managing
Others
Mean
N
SD
4.1618
153
.64218
4.1488
163
.76811
4.2010
148
.62723
4.1352
98
.63120
4.2095
105
.71398
4.2316
95
.63397
4.2091
55
.66452
4.0388
58
.85302
4.1462
53
.61713
4.2225
100
.62553
4.2067
104
.77385
4.2552
96
.63347
3.9286
7
.73193
3.7857
7
1.01477
3.9643
7
.61962
4.2292
12
.37626
4.1167
15
.62583
4.0833
12
.81417
3.9674
23
.67967
4.1100
25
.70371
4.1818
22
.56790
(12)
Negotiation Skills
Mean
N
SD
(25)
Able to See the World
Through the Eyes of Others
Mean
N
SD
4.1679
131
.56793
4.0972
162
.61569
4.1790
81
.51574
4.1298
104
.57452
4.1500
50
.64878
4.0388
58
.68474
4.2229
83
.58044
4.1310
105
.59150
4.0000
7
.80364
3.7083
6
.53424
4.0682
11
.51346
3.9821
14
.87960
4.1875
20
.42049
4.2604
24
.41362
(18)
Networking and Business
Development
Mean
N
SD
Mean
N
SD
4.1990
152
.71255
4.1724
145
.58668
4.2347
98
.65095
4.1938
89
.61440
4.1343
54
.81512
4.1384
56
.54339
4.1531
98
.77462
4.2418
92
.57351
4.2143
7
.74202
4.1429
7
.28347
4.3542
12
.51631
3.7917
12
.89718
4.2717
23
.52718
4.1023
22
.53262
(17)
Developing Relationships
within the Legal Profession
Mean
N
SD
(16)
Evaluation, Development,
and Mentoring
Mean
N
SD
4.2896
164
.69061
4.2976
126
.56099
4.3119
105
.66577
4.3797
79
.47003
4.2500
59
.73696
4.1596
47
.67047
4.3476
105
.67715
4.3281
80
.62464
4.2143
7
.48795
4.3214
7
.23780
4.0536
14
.95161
4.3864
11
.45227
4.2800
25
.58327
4.3026
19
.40465
Mean
N
SD
(23)
Diligence
Mean
N
SD
(20)
Integrity/Honesty
Mean
N
SD
(21)
Stress Management
Mean
N
SD
(19)
Community Involvement
and Service
Mean
N
SD
(24)
Self-Development
Mean
N
SD
4.2726
166
.63890
4.1506
161
.68310
4.5561
165
.47285
4.0747
164
.66472
4.2189
161
.69359
4.1161
155
.59235
4.2901
106
.59974
4.1667
102
.62471
4.5714
105
.41849
4.0310
105
.68876
4.2830
106
.65654
4.1490
99
.57245
4.2417
60
.70706
4.1229
59
.77872
4.5292
60
.55824
4.1525
59
.61766
4.0955
55
.75076
4.0580
56
.62703
4.3113
106
.66172
4.1838
102
.69021
4.5810
105
.46318
4.0667
105
.71662
4.1779
104
.69906
4.1175
100
.59825
4.2143
7
.22493
3.9286
7
.85042
4.3571
7
.42956
3.9286
7
.65692
4.6786
7
.23780
4.1786
7
.57217
4.0833
15
.71130
4.0357
14
.62678
4.4833
15
.68444
3.9107
14
.84698
4.1833
15
.83166
4.0385
13
.56685
4.2600
25
.49728
4.1000
25
.63738
4.5700
25
.41783
4.2100
25
.28577
4.3478
23
.52624
4.2083
24
.60643
Client &
Business
Relations
Conflict
Resolution
Ethnicity
Afr.
Hisp.
Amer.
4.0467
4.0739
7
15
.34754
.48624
4.1911
167
.40070
Working
with
Others
Character
White
Mean
N
SD
Research &
Information
Gathering
Intellectual and
Cognitive
Gender
Female
Male
4.1959
25
.31552
39
Table 44:
Means for Supervisor Appraisals (Student only)
Total
Communications
Planning and
Organizing
Asian
4.1997
100
.39694
4.2621
50
.42142
4.1917
94
.39214
(1)
Analysis and Reasoning
Mean
N
SD
(2)
Creativity/
Innovation
Mean
N
SD
(26)
Problem Solving
Mean
N
SD
(3)
Practical Judgment
Mean
N
SD
4.0595
147
.60487
4.1296
137
.56320
4.2318
137
.47900
4.2926
141
.52181
3.9794
97
.62778
4.0556
90
.55685
4.1960
88
.49342
4.3226
93
.48424
4.2150
50
.52975
4.2713
47
.55372
4.2959
49
.44975
4.2344
48
.58892
4.0489
92
.60133
4.1412
85
.54479
4.2054
84
.47237
4.2413
86
.56157
3.9000
5
.80234
4.2500
5
.25000
4.2000
5
.44721
4.0833
6
.49160
4.1500
15
.59612
4.2500
13
.55902
4.3214
14
.42095
4.3750
14
.51655
4.1146
24
.54663
4.1354
24
.52637
4.2935
23
.45635
4.4896
24
.34166
(6)
Researching the Law
Mean
N
SD
4.0845
142
.60428
4.2118
131
.52667
4.2218
62
.59730
4.0242
93
.62453
4.1802
86
.54591
4.2250
40
.59323
4.1990
49
.55194
4.2722
45
.48799
4.2159
22
.61864
4.0899
89
.60800
4.1543
81
.51927
4.1419
37
.60536
3.8125
4
.37500
4.1250
4
.25000
2.5000
1
.
3.9464
14
.63684
4.3571
14
.64087
4.5714
7
.47246
4.2083
24
.59283
4.3068
22
.55598
4.3000
10
.42164
4.2555
136
.58172
4.1801
143
.64076
4.0669
142
.61951
4.2007
142
.48946
4.2278
90
.58015
4.0902
97
.67622
4.0316
95
.65053
4.2070
93
.49813
4.3098
46
.58733
4.3696
46
.51570
4.1383
47
.55121
4.1888
49
.47744
4.2787
87
.58248
4.1828
93
.64599
4.0365
89
.62563
4.1761
88
.48269
3.8750
4
.62915
4.3125
4
.37500
4.2917
6
.33229
4.1250
6
.30619
4.1786
14
.74954
4.1346
13
.74732
4.0357
14
.75229
4.1250
14
.71219
4.3095
21
.51177
4.2609
23
.64613
4.2727
22
.36112
4.3696
23
.34435
4.1734
111
.59237
4.2724
145
.63391
4.2981
78
.65348
4.1453
74
.57785
4.2396
96
.63548
4.3396
53
.58650
4.2297
37
.62466
4.3367
49
.63235
4.2100
25
.78289
4.1381
67
.58757
4.2139
90
.67931
4.3056
54
.63630
3.9167
6
.73598
4.1667
6
.93095
4.5000
2
.00000
4.4773
11
.48029
4.4643
14
.52676
4.0417
6
1.10019
4.3088
17
.51181
4.4167
24
.44640
4.4000
10
.45947
4.1304
46
.59100
4.2341
126
.58288
4.0968
31
.59749
4.2471
85
.55029
4.2000
15
.59161
4.2073
41
.65169
4.0726
31
.59928
4.1551
79
.63461
3.0000
1
.
4.1250
4
.25000
4.2500
2
1.06066
4.3750
12
.47073
4.3571
7
.37796
4.4091
22
.49729
4.2887
71
.73757
4.1117
94
.56394
4.2100
50
.80076
4.1271
59
.54609
4.4762
21
.52977
4.0857
35
.60007
4.1534
44
.72580
4.0297
59
.54552
4.2500
2
1.06066
2.5000
1
.
4.6786
7
.27817
4.5313
8
.43172
4.3542
12
.95619
4.2639
18
.48864
4.3271
133
.54371
4.1875
44
.66936
4.3472
90
.49534
4.0469
32
.71119
4.2849
43
.63757
4.5625
12
.33920
4.2528
88
.57297
4.1574
27
.54220
4.5000
3
.50000
4.1667
3
.28868
4.4286
14
.47463
4.5000
3
.86603
4.4868
19
.43679
4.5000
7
.50000
4.3775
149
.51466
4.2483
143
.58630
4.5429
140
.42615
4.2680
139
.52010
4.4239
115
.55722
4.2726
133
.47420
4.4066
99
.49434
4.2742
93
.54182
4.5430
93
.41804
4.2253
91
.56894
4.4877
81
.49985
4.2557
88
.45165
4.3200
50
.55338
4.2000
50
.66432
4.5426
47
.44636
4.3490
48
.40522
4.2721
34
.65819
4.3056
45
.51920
4.3575
93
.48398
4.2303
89
.58536
4.4971
87
.43384
4.2471
86
.48278
4.3607
70
.58147
4.2348
82
.43806
4.2500
6
.68920
3.8750
6
.73739
4.4167
6
.37639
4.1667
6
.81650
4.2000
5
.27386
3.9167
6
.58452
4.4667
15
.57373
4.2857
14
.44783
4.5577
13
.45819
4.1071
14
.67021
4.5357
14
.52676
4.2857
14
.53581
4.4271
24
.53912
4.3587
23
.55813
4.6739
23
.34898
4.4565
23
.32554
4.6250
18
.55737
4.4500
20
.43377
(5)
Fact Finding
Mean
N
SD
(11)
Questioning and
Interviewing
Mean
N
SD
(10)
Influencing and Advocating
Mean
N
SD
(8)
Writing
Mean
N
SD
(7)
Speaking
Mean
N
SD
(9)
Listening
Mean
N
SD
(13)
Strategic Planning
Mean
N
SD
(14)
Organizing and Managing
Ones Own Work
Mean
N
SD
(15)
Organizing and Managing
Others
Mean
N
SD
(12)
Negotiation Skills
Mean
N
SD
(25)
Able to See the World
Through the Eyes of Others
Mean
N
SD
(18)
Networking and Business
Development
Mean
N
SD
(4)
Advising Clients
Mean
N
SD
(17)
Developing Relationships
within the Legal Profession
Mean
N
SD
(16)
Evaluation, Development,
and Mentoring
Mean
N
SD
Mean
N
SD
(23)
Diligence
Mean
N
SD
(20)
Integrity/Honesty
Mean
N
SD
(21)
Stress Management
Mean
N
SD
(19)
Community Involvement
and Service
Mean
N
SD
(24)
Self-Development
Mean
N
SD
Client &
Business
Relations
Conflict
Resolution
Ethnicity
Afr.
Hisp.
Amer.
4.1325
4.2454
6
15
.39246
.49790
4.2205
150
.40492
Working
with
Others
Character
White
Mean
N
SD
Research &
Information
Gathering
Intellectual and
Cognitive
Gender
Female
Male
4.3388
24
.38196
40
Table 45:
Means for Other (Peer + Supervisor) Appraisals (Student only)
Total
Gender
Female
Male
White
Ethnicity
Afr.
Hisp.
Amer.
4.0699
4.1717
7
17
.34127
.48164
Asian
Mean
N
SD
4.1962
179
.36040
4.1992
118
.32911
4.1904
61
.41721
4.1975
114
.36133
(1)
Analysis and Reasoning
Mean
N
SD
(2)
Creativity/
Innovation
Mean
N
SD
(26)
Problem Solving
Mean
N
SD
(3)
Practical Judgment
Mean
N
SD
4.1003
177
.47281
4.1399
176
.47739
4.2153
173
.44406
4.2514
178
.56326
4.0498
118
.47764
4.1099
116
.44022
4.1864
114
.42568
4.2799
117
.56896
4.2013
59
.45011
4.1979
60
.54135
4.2712
59
.47635
4.1967
61
.55267
4.1316
113
.45157
4.2050
111
.42733
4.2432
110
.41711
4.2378
113
.60388
3.7679
7
.78205
4.0357
7
.36596
3.8571
7
.51249
4.2321
7
.54212
4.0882
17
.44582
3.9632
17
.65366
4.1328
16
.66375
4.2206
17
.79122
4.1528
27
.42366
4.1204
27
.42387
4.2269
27
.33798
4.3472
27
.27807
(6)
Researching the Law
Mean
N
SD
(5)
Fact Finding
Mean
N
SD
(11)
Questioning and
Interviewing
Mean
N
SD
4.1207
176
.50531
4.2236
175
.42771
4.2055
132
.54083
4.0841
116
.52822
4.1891
115
.40635
4.2485
85
.54229
4.1917
60
.45360
4.2896
60
.46229
4.1277
47
.53511
4.1350
112
.49891
4.2352
110
.45045
4.1962
79
.60370
3.6964
7
.80963
4.1071
7
.37101
3.8214
7
.65692
4.0956
17
.46881
4.1691
17
.46758
4.3661
14
.34132
4.2083
27
.43301
4.2731
27
.33975
4.2262
21
.33452
(10)
Influencing and Advocating
Mean
N
SD
(8)
Writing
Mean
N
SD
(7)
Speaking
Mean
N
SD
(9)
Listening
Mean
N
SD
4.2648
177
.47342
4.2320
174
.56283
4.0293
179
.58841
4.1208
178
.53231
4.2349
116
.46102
4.1864
116
.58526
4.0307
118
.54350
4.1645
117
.43103
4.3217
61
.49501
4.3233
58
.50764
4.0266
61
.67164
4.0369
61
.68250
4.3075
113
.45040
4.2701
112
.48268
4.0219
114
.58542
4.1482
113
.48858
3.9821
7
.55165
3.7679
7
1.06661
4.1786
7
.45562
3.9821
7
.16815
4.1328
16
.69292
4.0882
17
.85326
3.9412
17
.82457
3.9338
17
.73170
4.2778
27
.42224
4.3565
27
.41269
4.1620
27
.44373
4.2685
27
.38715
(13)
Strategic Planning
Mean
N
SD
(14)
Organizing and Managing
Ones Own Work
Mean
N
SD
(15)
Organizing and Managing
Others
Mean
N
SD
4.1585
168
.57184
4.1917
178
.57981
4.2025
158
.58657
4.1329
111
.56540
4.2119
118
.55023
4.2512
104
.57043
4.2083
57
.58598
4.1521
60
.63700
4.1088
54
.61095
4.1678
108
.59254
4.1869
113
.61217
4.2416
104
.57777
3.9643
7
.58503
3.9643
7
.87712
4.1071
7
.47559
4.3482
14
.34383
4.2941
17
.47791
4.0893
14
.83411
4.1442
26
.52879
4.2639
27
.36745
4.1989
22
.52562
(12)
Negotiation Skills
Mean
N
SD
(25)
Able to See the World
Through the Eyes of Others
Mean
N
SD
4.1430
139
.57313
4.1358
174
.54740
4.1475
89
.54014
4.1765
114
.51413
4.1350
50
.63328
4.0583
60
.60255
4.1739
87
.58981
4.1420
110
.52119
3.9464
7
.83497
3.8036
7
.49926
4.0962
13
.56401
4.1172
16
.76167
4.2045
22
.38294
4.3056
27
.36084
(18)
Networking and Business
Development
Mean
N
SD
(4)
Advising Clients
Mean
N
SD
4.2014
162
.68227
4.1204
164
.52266
4.2146
106
.62886
4.1490
104
.52835
4.1763
56
.77890
4.0708
60
.51326
4.1131
105
.73513
4.1382
104
.51019
4.3571
7
.59261
4.0357
7
.44320
4.4554
14
.49664
4.1000
15
.73527
4.2989
23
.50669
4.0950
25
.53312
(17)
Developing Relationships
within the Legal Profession
Mean
N
SD
(16)
Evaluation, Development,
and Mentoring
Mean
N
SD
4.2802
178
.57325
4.2445
137
.58569
4.3013
117
.54168
4.2781
89
.54965
4.2398
61
.63217
4.1823
48
.64873
4.2785
114
.56075
4.2730
87
.58956
4.2857
7
.50885
4.2500
7
.20412
4.2031
16
.84641
4.3958
12
.48216
4.3657
27
.37807
4.3125
20
.42244
Mean
N
SD
(23)
Diligence
Mean
N
SD
(20)
Integrity/Honesty
Mean
N
SD
(21)
Stress Management
Mean
N
SD
(19)
Community Involvement
and Service
Mean
N
SD
(24)
Self-Development
Mean
N
SD
4.2445
137
.58569
4.3059
179
.53101
4.1864
177
.51970
4.5360
177
.41139
4.1370
177
.56638
4.2515
172
.63709
4.3263
118
.48675
4.2058
116
.49047
4.5502
117
.35737
4.1004
117
.58290
4.3235
114
.56512
4.1947
113
.46470
4.2664
61
.61002
4.1496
61
.57365
4.5083
60
.50257
4.2083
60
.53016
4.1099
58
.74416
4.1479
60
.58290
4.3070
114
.55183
4.1875
112
.52714
4.5223
112
.40798
4.1205
112
.57293
4.2000
110
.65363
4.1502
109
.50512
4.2321
7
.34178
3.9464
7
.69168
4.3393
7
.28609
4.0536
7
.62856
4.4821
7
.04725
4.0536
7
.51467
4.3015
17
.62665
4.1838
17
.41249
4.5368
17
.54802
3.9632
17
.81701
4.3235
17
.74877
4.1953
16
.49364
4.3241
27
.42919
4.2222
27
.46297
4.6204
27
.34925
4.3102
27
.24848
4.3550
25
.58260
4.2917
27
.50240
Character
Working
with
Others
Client &
Business
Relations
Conflict
Resolution
Planning and
Organizing
Communications
Research &
Information
Gathering
Intellectual and
Cognitive
4.2673
27
.26208
41
Table 46:
Means for Global Appraisals (Student only)
Total
Communications
Planning and
Organizing
Asian
4.1544
122
.29468
4.1352
65
.31150
4.1483
118
.28677
(1)
Analysis and Reasoning
Mean
N
SD
(2)
Creativity/
Innovation
Mean
N
SD
(26)
Problem Solving
Mean
N
SD
(3)
Practical Judgment
Mean
N
SD
4.0636
187
.42365
4.1044
185
.39490
4.1595
185
.40279
4.2354
187
.46234
4.0095
122
.43341
4.0784
121
.38339
4.1118
121
.39540
4.2636
122
.47232
4.1651
65
.38782
4.1535
64
.41441
4.2499
64
.40421
4.1826
65
.44173
4.0845
118
.40023
4.1460
116
.36366
4.1759
117
.37251
4.2269
118
.44179
3.9310
7
.74001
4.1357
7
.27258
3.9405
7
.36630
4.3155
7
.53243
4.0191
17
.46646
3.9167
17
.61714
4.0891
16
.66099
4.1858
17
.78417
4.1078
29
.39762
4.1244
29
.34652
4.1905
29
.29445
4.2807
29
.32395
(6)
Researching the Law
Mean
N
SD
(5)
Fact Finding
Mean
N
SD
(11)
Questioning and
Interviewing
Mean
N
SD
4.0669
187
.42926
4.1717
185
.35360
4.1061
169
.47241
4.0365
122
.44904
4.1373
121
.33443
4.1507
114
.47174
4.1240
65
.38630
4.2367
64
.38152
4.0136
55
.46447
4.0742
118
.43308
4.1733
116
.36505
4.0986
104
.50024
3.7631
7
.54373
4.1369
7
.30686
3.8929
7
.64319
4.0216
17
.48022
4.1294
17
.43364
4.2161
16
.49843
4.1851
29
.33648
4.2290
29
.29948
4.1590
27
.26930
(10)
Influencing and Advocating
Mean
N
SD
(8)
Writing
Mean
N
SD
(7)
Speaking
Mean
N
SD
(9)
Listening
Mean
N
SD
4.2237
187
.43502
4.2100
185
.49621
4.0199
187
.49969
4.1152
187
.44488
4.1884
122
.43817
4.1715
121
.50540
4.0230
122
.46987
4.1458
122
.39362
4.2899
65
.42445
4.2829
64
.47366
4.0140
65
.55514
4.0578
65
.52643
4.2533
118
.39143
4.2384
116
.47305
3.9963
118
.48449
4.1258
118
.40677
4.0536
7
.44143
3.9762
7
.71801
4.2619
7
.41298
3.9881
7
.19649
4.1691
17
.65954
4.1025
17
.70386
3.9034
17
.77785
3.9544
17
.71112
4.2474
29
.46557
4.2739
29
.42483
4.1526
29
.42431
4.2471
29
.33030
(13)
Strategic Planning
Mean
N
SD
(14)
Organizing and Managing
Ones Own Work
Mean
N
SD
(15)
Organizing and Managing
Others
Mean
N
SD
4.0922
184
.46195
4.1135
186
.53331
4.1509
178
.54082
4.0800
121
.42471
4.1557
122
.49500
4.1838
116
.54553
4.1156
63
.52905
4.0332
64
.59547
4.0894
62
.53080
4.0771
117
.49125
4.0979
117
.55103
4.1709
113
.49466
4.0238
7
.35670
3.9583
7
.81721
4.1964
7
.38091
4.2417
15
.37374
4.2451
17
.51399
4.1528
15
.78564
4.0842
29
.42366
4.1414
29
.41722
4.0957
27
.59285
(12)
Negotiation Skills
Mean
N
SD
(25)
Able to See the World
Through the Eyes of Others
Mean
N
SD
4.1135
171
.49456
4.1405
185
.47162
4.1380
112
.45348
4.1646
121
.46192
4.0671
59
.56567
4.0948
64
.48985
4.0984
105
.51452
4.1439
117
.45172
4.1310
7
.65592
3.9643
7
.41973
4.1444
15
.48842
4.0833
16
.77981
4.1875
28
.38079
4.2445
29
.31235
(18)
Networking and Business
Development
Mean
N
SD
(4)
Advising Clients
Mean
N
SD
4.0273
181
.63582
4.1102
183
.43351
4.0165
118
.62610
4.1301
120
.46614
4.0476
63
.65825
4.0724
63
.36387
3.9483
115
.64220
4.1103
116
.37902
4.2679
7
.67865
4.1548
7
.33134
4.2867
15
.52679
4.0964
16
.77051
4.0476
28
.66885
4.0893
28
.42472
(17)
Developing Relationships
within the Legal Profession
Mean
N
SD
(16)
Evaluation, Development,
and Mentoring
Mean
N
SD
4.2644
186
.48288
4.2354
171
.45734
4.2726
121
.49278
4.2738
114
.41184
4.2492
65
.46728
4.1586
57
.53263
4.2720
118
.43978
4.2110
109
.48250
4.3512
7
.44867
4.3571
7
.14203
4.1724
16
.83320
4.4345
14
.40586
4.3405
29
.32160
4.2300
25
.34214
Mean
N
SD
(23)
Diligence
Mean
N
SD
(20)
Integrity/Honesty
Mean
N
SD
(21)
Stress Management
Mean
N
SD
(19)
Community Involvement
and Service
Mean
N
SD
(24)
Self-Development
Mean
N
SD
4.2445
187
.46603
4.0977
186
.47117
4.5055
185
.33074
4.0819
186
.50261
4.1334
186
.61417
4.1388
185
.42799
4.2617
122
.47547
4.1393
121
.44710
4.5215
121
.31854
4.0448
122
.52777
4.2252
121
.58120
4.1492
121
.43111
4.2122
65
.44961
4.0203
65
.50749
4.4754
64
.35328
4.1527
64
.44615
3.9626
65
.64141
4.1191
64
.42472
4.2450
118
.45661
4.1033
117
.47011
4.5052
116
.29363
4.0895
117
.47932
4.1131
117
.56069
4.1399
117
.38515
4.2917
7
.25572
3.9286
7
.57570
4.3833
7
.16743
4.0536
7
.55210
4.4524
7
.17419
4.0560
7
.38630
4.2505
17
.60226
4.1186
17
.48209
4.4760
17
.55884
3.9211
17
.77024
4.2152
17
.71851
4.1307
16
.50108
4.2138
29
.44336
4.1216
29
.41535
4.5635
29
.28845
4.2147
29
.26552
4.1580
29
.70336
4.1885
29
.51432
Client &
Business
Relations
Conflict
Resolution
Ethnicity
Afr.
Hisp.
Amer.
4.1141
4.1224
7
17
.28840
.44688
4.1477
187
.29994
Working
with
Others
Character
White
Mean
N
SD
Research &
Information
Gathering
Intellectual and
Cognitive
Gender
Female
Male
4.1953
29
.24782
42
Self
and
Sup
Peer
and
Sup
Self
and
Other
Self
and
Global
Peer
and
Other
Peer
and
Global
Sup
and
Other
Sup
and
Global
Other
and
Global
.184(*)
.337(**)
.264(**)
.298(**)
.643(**)
.809(**)
.744(**)
.839(**)
.784(**)
.925(**)
2 Creativity
.090
-.009
.189(*)
.058
.512(**)
.833(**)
.808(**)
.861(**)
.727(**)
.914(**)
3 Practical
Judgment
.141
.310(**)
.198(*)
.230(**)
.610(**)
.891(**)
.812(**)
.807(**)
.745(**)
.914(**)
4 Advising Clients
.020
.092
-.110
.030
.614(**)
.869(**)
.794(**)
.770(**)
.599(**)
.871(**)
5 Fact Finding
.087
-.018
.093
.109
.522(**)
.808(**)
.748(**)
.826(**)
.740(**)
.912(**)
6 Researching
Law
.008
.119
.098
.132
.593(**)
.806(**)
.709(**)
.828(**)
.718(**)
.885(**)
7 Speaking
.099
.154
.238(**)
.130
.575(**)
.866(**)
.807(**)
.797(**)
.695(**)
.910(**)
8 Writing
.262(**)
.168
.129
.218(**)
.706(**)
.824(**)
.759(**)
.845(**)
.700(**)
.867(**)
9 Listening
.281(**)
.134
.131
.318(**)
.620(**)
.876(**)
.843(**)
.718(**)
.624(**)
.939(**)
.104
.223(*)
.130
.169(*)
.632(**)
.811(**)
.745(**)
.814(**)
.728(**)
.906(**)
.159
.295(*)
.109
.235(*)
.775(**)
.925(**)
.837(**)
.891(**)
.809(**)
.904(**)
12 Negotiation
.158
-.052
.225
.112
.704(**)
.958(**)
.899(**)
.892(**)
.773(**)
.928(**)
13 Strategic
Planning
.073
-.046
.174
.073
.576(**)
.885(**)
.829(**)
.804(**)
.650(**)
.895(**)
.218(*)
.239(**)
.130
.281(**)
.666(**)
.841(**)
.800(**)
.723(**)
.612(**)
.904(**)
.143
.400(**)
.087
.320(**)
.762(**
.896(**)
.831(**)
.811(**)
.685(**)
.904(**)
252(*)
-.158
-.037
.184
.720(**)
.947(**)
.886(**)
.892(**)
.748(**)
.913(**)
.239(**)
.106
.180
.241(**)
.595(**)
.885(**)
.862(**)
.757(**)
.599(**)
.927(**)
18 Networking
.315(**)
.336(**)
.219
.313(**)
.760(**)
.924(**)
.826(**)
.843(**)
.696(**)
.862(**)
19 Community
Service
.371(**)
.303(**)
.398(**)
.396(**)
.757(**)
.931(**)
.876(**)
.852(**)
.756(**)
.918(**)
.027
.208(*)
.143
.090
.522(**)
.859(**)
.796(**)
.788(**)
.681(**)
.894(**)
21 Stress
management
.261(**)
.136
.203(*)
.238(**)
.657(**)
.886(**)
.841(**)
.768(**)
.623(**)
.903(**)
22 Passion
.209(*)
.148
.281(**)
.187(*)
.614(**)
.883(**)
.850(**)
.790(**)
.659(**)
.909(**)
23 Diligence
.126
.048
.113
.132
.566(**)
.831(**)
.789(**)
.729(**)
.614(**)
.907(**)
24 Self
Development
.071
.064
.283(**)
.077
.567(**)
.896(**)
.828(**)
.805(**)
.729(**)
.906(**)
.253(**)
.041
.173
.200(*)
.650(**)
.866(**)
.834(**)
.801(**)
.630(**)
.906(**)
.166
.185
.118
.229(**)
.630(**)
.845(**)
.801(**)
.775(**)
.675(**)
.920(**)
.113
.193(*)
.243(**)
.181(*)
.527(**)
.845(**)
.824(**)
.831(**)
.698(**)
.920(**)
1 Analysis &
Reasoning
10 Influence &
Advocate
11 Question &
Interview
14 Managing Self
15 Managing
Others
16 Eval, Develop
& Mentor
17 Developing
Relationships
20 Integrity
25 Eyes of others
26 Problem
Solving
Average
correlation
43
Table 48: LSAT and GPA Correlations with Performance - Student Sample
Research and Information
Gathering
Undergrad
GPA
LSAT score
Index 50/50
26
11
10
Analysis &
Reasoning
Creativity
Problem
Solving
Practical
Judgment
Researching
Law
Fact Finding
Question &
Interview
Influence &
Advocate
Writing
Self
-0.103
-0.087
-.172(*)
-0.103
0.028
-0.159
-.193(*)
-0.091
Peer
-0.082
-0.091
-0.069
-.196(*)
-0.031
-0.052
-0.127
Supervisor
-0.060
-0.081
-0.077
-0.062
-0.107
-0.082
Other
-0.081
-0.109
-0.106
-.169(*)
-0.081
Global
-0.080
-0.127
-0.143
-.164(*)
Self
.186(*)
0.026
0.083
Peer
.260(**)
.209(**)
Supervisor
.163(*)
Other
Global
Conflict Resolution
13
14
15
Speaking
Listening
Strategic
Planning
Managing Self
Managing
Others
12
Negotiation
-0.074
.182(*)
-0.059
-0.055
.160(*)
-0.126
-0.089
-0.019
-0.082
-0.060
-0.027
0.000
0.043
-0.030
-0.038
-0.082
-0.113
-0.047
-0.101
-0.070
-0.091
-0.053
-0.093
-0.089
-0.058
-.156(*)
-.183(*)
-0.124
-0.078
-0.009
-0.086
0.079
-0.072
-0.116
0.023
0.111
.296(**)
0.025
0.130
.189(*)
0.008
.161(*)
0.147
0.159
-0.021
0.151
0.101
0.017
.254(**)
.190(*)
.243(**)
-0.019
0.147
0.145
.284(**)
.171(*)
.201(**)
-0.034
.167(*)
Self
0.091
-0.031
-0.032
-0.130
Peer
.171(*)
0.125
.206(**)
0.103
0.074
Other
.165(*)
Global
Working with
Others
Character
17
16
Eyes of others
Networking
Advising
Clients
Developing
Relationships
Eval, Develop
& Mentor
20
21
19
24
Total
Diligence
Integrity
Stress
management
Community
Service
Self
Development
Passion
Avg Across
-0.027
-0.081
0.015
0.013
-0.047
-.187(*)
0.001
0.085
-0.048
-0.016
-.220(**)
-0.014
-0.088
-0.084
-0.141
-0.137
-0.067
-0.111
-0.151
-0.086
-0.102
-0.040
-.172(*)
-0.002
-0.110
-0.046
-0.142
-0.065
0.025
-0.164
-0.162
-0.065
-0.116
-.193(*)
-0.218
-0.160
0.001
-0.157
-0.134
-.259(**)
-0.082
-0.131
-0.046
-0.060
-0.066
-0.159
-.170(*)
-0.073
-0.120
-.195(**)
-0.109
-0.133
-0.035
-.189(*)
-0.065
-.152(*)
-0.065
-.161(*)
-0.092
-0.056
0.029
-0.098
-0.128
-0.138
-0.064
-0.097
-.171(*)
-0.141
-0.137
0.006
-.187(*)
-0.054
-.203(**)
-0.085
-.159(*)
-.168(*)
-0.040
-0.027
-0.149
-0.148
-.207(*)
0.038
-.297(**)
-0.002
0.038
-0.132
-0.046
-0.071
-0.027
0.065
-.189(*)
-0.038
-0.090
.272(**)
0.037
0.138
.169(*)
0.045
-0.026
0.046
0.138
-.199(*)
0.123
0.080
-0.029
0.007
0.097
0.120
0.079
-0.046
0.046
0.136
0.112
0.089
0.072
0.119
0.048
0.073
-0.106
0.124
0.074
0.078
0.049
-0.044
.326(*)
0.062
0.065
0.040
.206(*)
-0.027
0.037
0.125
0.033
.148(*)
.259(**)
0.032
0.119
0.106
0.090
-0.069
0.080
0.135
-.195(*)
0.088
-0.004
0.066
0.000
0.096
0.065
0.109
-0.097
0.057
0.114
0.090
-0.028
.150(*)
.237(**)
0.009
0.116
0.042
0.014
-0.076
-0.020
0.119
-.213(**)
0.077
0.040
-0.040
-0.020
0.051
0.072
0.134
-0.112
0.049
0.086
0.080
-0.153
-.207(*)
-0.035
0.050
-0.035
-0.067
-0.056
-0.031
-.195(*)
-0.184
-0.015
-.232(**)
0.005
0.003
-.212(*)
-0.038
-0.012
-0.050
0.043
-.280(**)
-0.039
-0.125
-0.088
0.090
0.131
-0.062
0.081
.218(**)
-0.015
0.082
0.124
0.037
-0.071
-0.035
0.036
-.201(*)
0.040
-0.020
-0.076
-0.051
0.059
0.006
0.064
-0.100
0.012
0.035
0.085
-0.050
0.069
0.039
0.034
0.079
0.055
0.019
0.041
0.011
0.023
-0.075
0.008
-0.024
0.028
-0.027
-0.140
0.168
-0.034
0.052
-0.053
0.098
-0.152
-0.015
0.033
0.098
0.139
-0.108
0.076
0.063
-0.011
0.073
.189(*)
-0.026
0.050
0.060
0.041
-0.095
-0.013
0.016
-.201(*)
0.006
-0.112
-0.006
-0.073
0.060
-0.049
0.055
-.166(*)
0.009
0.006
.192(**)
0.072
0.084
-0.119
0.107
-0.011
-0.126
0.056
.155(*)
0.001
0.045
0.001
0.028
-0.118
-0.090
0.020
-.211(**)
0.010
-0.063
-0.112
-0.092
0.044
-0.043
0.081
-.206(**)
-0.007
-0.017
Self
.244(**)
-0.097
0.072
-0.099
0.137
-0.063
-0.168
-0.002
.230(**)
0.003
-0.088
-0.016
0.164
0.004
-0.107
-0.129
-0.150
-.180(*)
-0.088
-0.112
-0.013
0.020
-0.074
-0.006
-.208(*)
-0.162
-0.047
Peer
.273(**)
0.035
0.148
0.120
0.167
.185(*)
0.065
0.150
0.174
0.142
-0.002
.189(*)
.191(*)
-0.003
-0.057
-0.044
-0.070
-0.062
-0.057
-0.039
0.099
0.140
0.046
0.037
-0.145
0.085
0.114
Supervisor
.203(*)
.193(*)
0.119
0.031
0.064
0.073
-0.046
0.163
0.087
0.093
0.107
0.160
.181(*)
0.009
0.013
0.119
0.098
0.031
0.085
0.213
0.054
0.142
0.093
.329(**)
0.008
0.035
0.145
Other
.245(**)
0.110
0.136
0.064
0.142
.173(*)
0.065
0.150
.179(*)
0.111
0.038
.186(*)
.236(**)
-0.004
-0.022
0.018
-0.041
-0.066
0.003
0.031
0.087
0.155
0.057
0.145
-0.107
0.078
0.124
Global
.298(**)
0.028
0.125
0.002
.169(*)
0.113
-0.020
0.150
.231(**)
0.084
0.007
0.116
.222(**)
-0.013
-0.067
-0.045
-0.091
-0.143
-0.038
-0.051
0.082
0.106
-0.003
0.107
-0.130
-0.001
0.074
25
18
Supervisor
1L GPA
Communications
22
23
Table 49: Hogan Personality Inventory (HPI) Correlations with Performance - Student Sample
Research and Information
Gathering
HPI 1
Adjustment
26
11
10
Analysis &
Reasoning
Creativity
Problem
Solving
Practical
Judgment
Researching
Law
Fact Finding
Question &
Interview
Influence &
Advocate
Writing
Self
0.103
0.002
.165(*)
.236(**)
0.118
-0.025
0.116
.228(**)
Peer
0.114
0.065
.188(*)
0.117
0.046
0.103
-0.037
Supervisor
0.067
-0.012
0.134
0.041
-0.012
-0.028
Other
0.108
0.057
.204(**)
0.102
0.049
Global
0.101
0.046
.197(**)
.169(*)
.176(*)
0.159
0.147
0.078
0.087
Supervisor
0.129
Other
13
14
15
Speaking
Listening
Managing Self
Managing
Others
HPI 5
Prudence
Negotiation
0.061
0.002
.182(*)
0.151
0.045
0.081
0.101
0.100
-0.018
0.083
0.063
0.153
0.113
0.117
-0.108
0.028
0.102
0.027
0.041
0.025
.154(*)
0.011
0.008
0.109
0.073
-0.017
0.032
.228(**)
0.019
0.012
.350(**)
0.055
0.152
0.156
.346(**)
0.147
0.093
0.084
.185(*)
0.150
0.017
0.069
0.053
0.099
0.098
0.046
0.049
0.142
0.106
0.092
0.114
0.113
.153(*)
0.108
Global
0.097
0.136
0.119
.206(**)
0.145
Self
0.009
.200(*)
0.135
.191(*)
Peer
-0.003
0.095
0.015
Supervisor
0.048
0.044
Other
0.006
Global
Character
17
16
Eyes of others
Networking
Developing
Relationships
Eval, Develop
& Mentor
20
21
19
24
Total
Diligence
Integrity
Stress
management
Community
Service
Self
Development
Passion
Avg Across
-0.021
.252(**)
0.071
.250(**)
.191(*)
0.026
0.133
0.061
.165(*)
.466(**)
0.024
0.076
.223(**)
0.092
0.010
0.067
0.115
0.022
0.149
-0.013
0.140
0.038
0.054
.167(*)
0.091
-0.024
0.150
-0.018
-0.067
.344(*)
0.020
0.035
0.041
0.054
0.276
0.046
-0.013
0.061
0.103
0.080
-0.038
0.049
0.085
0.079
0.026
0.075
0.031
0.065
0.053
0.110
0.104
0.139
-0.012
0.077
0.119
0.081
-0.052
0.128
.166(*)
0.099
0.086
0.021
0.040
0.107
0.075
0.133
.158(*)
0.016
0.144
0.007
0.106
.271(**)
0.052
-0.032
.162(*)
.305(**)
.190(*)
0.161
.284(**)
.356(**)
0.115
0.157
.352(**)
.255(**)
0.111
.182(*)
.343(**)
0.001
0.063
.395(**)
0.078
.179(*)
.378(**)
-0.001
0.157
-0.008
.170(*)
0.122
.168(*)
-0.066
-0.039
.263(**)
-0.112
0.005
0.024
.241(**)
0.106
-0.094
0.081
0.112
0.153
0.150
0.113
-0.071
.186(*)
0.067
0.180
0.134
-0.030
.376(*)
0.080
.329(**)
0.100
0.049
0.198
0.150
0.074
0.056
.228(**)
0.133
0.081
0.143
0.083
0.131
-0.009
.185(*)
0.008
.214(**)
0.149
0.142
0.014
-0.021
.280(**)
-0.020
0.032
0.114
.280(**)
0.124
-0.007
0.134
0.130
0.136
.192(*)
0.139
0.096
.264(**)
0.059
.234(**)
0.061
.216(**)
.196(**)
.283(**)
0.039
0.054
.322(**)
0.108
0.039
0.120
.329(**)
0.072
-0.048
.221(**)
0.112
.151(*)
.261(**)
-0.043
.174(*)
0.010
0.135
0.005
.270(**)
0.077
0.049
0.003
.242(**)
0.097
0.095
.253(**)
0.122
0.158
0.148
0.097
-0.134
-.166(*)
0.089
0.139
0.090
.174(*)
-0.118
0.008
0.048
-0.033
-0.098
-0.141
.238(**)
-0.054
-0.030
-0.074
0.121
-0.067
-0.064
.212(*)
-0.037
0.016
-0.017
0.078
-0.026
-.207(**)
-0.038
0.035
0.041
0.013
0.102
-0.009
-0.022
0.112
0.033
0.081
-0.019
0.138
0.023
0.082
-0.003
0.096
0.076
0.119
0.151
-0.019
0.139
.380(*)
0.133
-0.070
-0.056
0.096
0.076
0.138
0.095
0.050
0.051
-0.076
-0.075
0.077
-0.029
0.009
-0.098
.218(**)
-0.028
-0.029
-0.054
.176(*)
-0.068
0.024
.255(**)
-0.039
0.137
0.103
.155(*)
-0.032
-0.125
0.033
0.094
0.118
0.065
-0.007
0.138
0.093
0.018
-0.076
.165(*)
0.023
0.099
-0.028
.250(**)
-0.008
0.032
-0.027
.289(**)
-0.001
0.058
.324(**)
0.104
0.141
.169(*)
.175(*)
-0.058
-.191(*)
0.067
0.104
0.136
0.140
-0.021
0.050
0.092
.278(**)
0.095
0.105
0.132
0.077
-0.020
0.073
0.111
0.106
0.047
0.136
-0.031
.309(**)
0.146
.238(**)
.221(**)
0.121
.203(*)
0.008
0.101
.209(**)
.284(**)
.169(*)
.229(**)
-0.035
0.010
0.097
0.083
0.021
0.083
0.187
-0.013
-0.059
0.145
0.109
0.034
0.137
.183(*)
-0.027
0.129
.213(**)
0.090
.326(**)
0.103
.283(**)
0.095
-0.016
0.092
.285(**)
0.045
.168(*)
-0.018
0.008
0.014
0.039
-0.104
-0.058
-0.150
0.041
-0.103
0.077
0.091
-0.100
-0.088
-0.012
0.094
0.147
-0.023
-0.006
0.173
0.304
0.067
-0.099
-0.008
-0.019
.286(**)
-0.008
0.033
Other
-0.004
0.030
0.066
0.109
-0.042
0.010
0.063
0.062
-0.077
0.121
0.104
-0.020
0.029
.180(*)
-0.005
0.145
.168(*)
0.058
.325(**)
.193(*)
.215(**)
0.024
-0.008
0.036
.316(**)
0.023
0.141
Global
-0.029
0.072
0.082
.224(**)
-0.007
0.050
0.109
0.112
-0.049
0.111
.151(*)
0.029
0.055
.181(*)
0.012
.264(**)
.212(**)
.160(*)
.316(**)
.179(*)
.231(**)
0.026
0.001
0.125
.288(**)
0.070
.220(**)
Self
-0.036
-.178(*)
-0.128
0.017
0.151
-0.007
0.015
-0.029
-0.005
-0.065
0.006
-0.040
.208(*)
0.031
-0.085
-0.069
0.022
0.110
-0.036
-0.020
0.088
.266(**)
.297(**)
0.087
0.009
-0.077
0.048
Peer
0.043
-0.015
0.071
.195(*)
.166(*)
0.081
0.099
.175(*)
0.117
0.005
0.085
.191(*)
.299(**)
0.155
-0.029
0.066
0.140
-0.088
0.066
0.078
.161(*)
.251(**)
0.143
0.093
-0.019
0.048
.172(*)
Supervisor
-0.028
-0.040
0.017
0.032
0.028
-0.171
-0.113
0.106
-0.068
0.019
0.022
0.100
0.106
-0.139
0.025
0.057
0.129
0.142
0.038
0.095
-0.012
0.144
0.145
0.013
0.024
0.002
0.038
Other
0.024
-0.021
0.055
0.141
.158(*)
-0.055
0.031
.158(*)
0.018
0.022
0.060
.217(**)
.244(**)
0.075
-0.019
0.041
0.136
-0.002
0.025
0.088
0.079
.224(**)
.166(*)
0.056
-0.001
-0.009
0.131
Global
-0.008
-0.086
-0.019
0.118
.169(*)
-0.081
0.014
0.091
-0.001
-0.010
0.075
.158(*)
.293(**)
-0.013
-0.059
0.011
0.041
0.018
-0.006
0.016
0.064
.275(**)
.230(**)
0.061
-0.017
-0.070
0.087
Self
0.123
.262(**)
.298(**)
0.080
0.076
0.059
0.081
0.125
0.040
0.116
0.111
0.110
-0.095
0.017
0.119
0.113
0.094
0.019
.300(**)
0.023
0.131
-0.149
-0.015
0.041
0.055
0.059
0.139
-0.020
0.064
-0.025
-.195(*)
-0.089
-0.060
0.014
-0.144
-0.057
0.047
-0.082
-0.138
-.181(*)
0.067
-0.115
-0.011
-0.036
0.033
0.058
-0.004
-0.019
-.190(*)
-.180(*)
-0.074
-0.031
-0.066
-0.078
Supervisor
0.116
0.163
0.087
0.074
0.111
0.084
-0.074
0.071
0.094
0.139
0.071
0.051
-0.061
0.045
-0.075
0.071
0.084
0.011
0.090
0.044
-0.073
-0.065
0.027
0.029
0.026
0.063
0.093
Other
0.067
.178(*)
0.050
-0.065
-0.039
0.019
-0.005
0.013
0.056
0.099
-0.026
-0.098
-0.150
0.051
-0.099
0.044
-0.003
0.011
0.116
0.029
-0.021
-0.150
-0.094
-0.054
0.009
0.029
0.016
Global
0.106
.253(**)
.200(**)
-0.001
0.035
0.048
-0.012
0.047
0.073
0.121
0.036
-0.015
-0.147
0.066
-0.025
0.058
0.055
0.041
.224(**)
0.034
0.051
-0.135
-0.084
0.001
0.020
0.054
0.092
.249(**)
0.065
0.099
0.079
0.125
0.006
-0.068
-0.007
.198(*)
-.166(*)
0.019
0.063
0.032
0.022
0.073
-0.047
-0.017
0.023
0.008
0.045
0.067
0.046
0.014
0.118
0.049
0.081
0.068
0.135
0.101
0.131
0.058
0.128
0.018
0.080
-0.037
0.039
0.046
0.089
0.090
-0.023
-0.072
0.039
0.084
0.039
-0.137
0.120
0.012
0.101
0.045
0.033
0.049
0.032
0.073
0.079
Supervisor
0.037
0.015
-0.005
0.164
-0.052
-0.017
0.103
0.040
-0.046
0.102
0.080
-0.017
0.009
-0.109
0.167
0.022
0.032
-0.022
0.026
-0.124
-0.027
-0.041
0.036
0.079
-0.045
-0.062
-0.004
Other
0.096
0.070
0.067
0.093
0.034
-0.037
0.100
0.000
-0.002
0.043
0.067
0.042
-0.018
-0.095
0.080
0.068
-0.018
-0.144
0.045
-0.005
0.015
-0.033
0.031
0.035
-0.028
0.010
0.011
Global
.178(*)
0.090
0.063
0.091
0.095
-0.034
0.045
0.021
0.112
-0.038
0.084
0.070
0.036
-0.033
0.073
0.007
-0.022
-0.063
0.059
-0.015
0.039
0.022
0.017
0.082
0.029
0.076
0.072
Self
HPI 7 Learning
Peer
Approach
25
Working with
Others
Advising
Clients
HPI 6
Peer
Intellectance
12
18
Self
HPI 4
Interpersonal Peer
Sensitivity
Supervisor
Conflict Resolution
Strategic
Planning
Self
HPI 3
Sociability
Communications
22
23
Table 50: Hogan Development Survey (HDS) Correlations with Performance - Student Sample
Intellectual and Cognitive
HDS 1
Excitable
HDS 2
Skeptical
HDS 3
Cautious
HDS 4
Reserved
HDS 5
Leisurely
HDS 6 Bold
HDS 7
Mischievous
HDS 10
Diligent
Communications
Conflict Resolution
Character
26
11
10
13
14
15
12
25
18
17
16
22
23
20
21
19
24
Total
Analysis &
Reasoning
Creativity
Problem
Solving
Practical
Judgment
Researching
Law
Fact Finding
Question &
Interview
Influence &
Advocate
Writing
Speaking
Listening
Strategic
Planning
Managing Self
Managing
Others
Negotiation
Eyes of others
Networking
Advising
Clients
Developing
Relationships
Eval, Develop
& Mentor
Passion
Diligence
Integrity
Stress
management
Community
Service
Self
Development
Avg Across
Self
-0.168
0.027
-0.024
-0.262
-0.026
-0.024
-0.189
-0.267
-0.143
0.114
-0.193
-0.162
-0.197
-0.162
0.037
-0.007
0.123
-0.231
-0.261
0.039
-0.048
-0.245
-0.215
-.546(**)
0.096
-0.088
-0.179
Peer
-0.038
0.078
-0.148
0.071
-0.014
0.023
0.173
-0.014
0.190
0.122
-0.100
-0.135
-0.109
-0.009
0.000
0.024
-0.122
0.126
-0.150
-0.009
-0.143
0.079
0.197
-0.218
-0.168
-0.126
-0.040
Supervisor
0.004
0.009
-0.037
-0.075
0.034
-0.014
0.182
-0.186
0.122
-0.178
-0.065
-0.098
0.048
0.026
-0.274
-0.010
-0.219
-0.022
-0.074
-0.309
0.071
0.019
0.019
-0.270
0.067
0.063
0.003
Other
0.029
0.063
-0.087
0.057
0.084
0.071
0.178
-0.077
0.170
0.016
-0.104
-0.116
-0.009
0.061
-0.037
0.059
-0.085
0.085
-0.096
-0.203
-0.088
0.147
0.172
-0.186
0.011
-0.070
0.014
Global
0.014
0.059
-0.012
-0.062
0.080
0.153
0.039
-0.193
0.126
0.108
-0.159
-0.097
-0.087
-0.056
0.000
0.044
-0.069
-0.008
-0.226
-0.069
-0.134
0.023
0.089
-.399(**)
0.029
-0.040
-0.058
Self
-0.019
0.103
0.077
-0.053
-0.039
-0.075
-0.158
-0.051
-0.067
0.091
-0.091
-0.016
0.034
0.064
0.201
0.033
0.103
-0.132
-.356(**)
0.166
-0.015
-0.099
-0.053
-.290(*)
-0.044
-0.049
-0.047
Peer
0.116
-0.042
-0.145
-0.080
0.262
0.220
0.091
-0.047
-0.113
0.135
-0.004
0.092
0.221
0.134
-0.048
-0.099
0.050
-0.098
-0.240
-0.007
-0.120
0.242
-0.015
-0.131
0.127
-0.044
0.021
Supervisor
-0.016
-0.070
-0.218
-0.103
0.029
-0.112
-0.311
-0.143
0.030
0.008
-0.138
-0.084
-0.012
-0.078
-0.346
-0.181
-0.359
-0.170
-0.190
-0.082
-0.075
0.020
-0.104
-0.081
-0.071
0.012
-0.094
Other
0.067
-0.025
-0.206
-0.044
0.229
0.091
-0.074
-0.097
-0.004
0.118
-0.076
0.058
0.210
0.099
-0.120
-0.124
0.015
-0.160
-0.221
-0.077
-0.083
0.245
-0.042
-0.031
0.106
-0.004
0.005
Global
0.049
0.023
-0.103
-0.069
0.187
0.103
-0.022
-0.072
0.001
0.172
-0.107
0.040
0.166
0.087
-0.031
-0.130
0.038
-0.107
-.294(*)
0.044
-0.032
0.139
-0.051
-0.121
0.084
-0.005
0.008
Self
-0.038
-0.155
-0.182
-0.224
-0.025
-0.167
-0.131
-.421(**)
-0.126
-0.189
-0.007
-0.160
-0.112
-.339(*)
0.007
-0.099
-0.050
-.296(*)
-0.046
-0.015
-0.141
-0.073
-0.006
-.455(**)
-0.099
-0.053
-0.223
Peer
-0.042
0.007
-0.110
0.129
-0.137
0.052
0.063
-0.044
0.024
-0.033
0.131
-0.070
-0.124
-0.022
0.061
0.186
-0.211
0.086
0.172
0.111
-0.081
-0.008
.347(*)
0.018
-0.260
-0.007
-0.018
Supervisor
0.067
0.175
0.077
0.107
0.169
0.123
0.412
-0.097
0.249
-0.011
0.087
0.035
.297(*)
-0.038
-0.111
0.166
0.213
0.348
0.048
0.000
0.036
0.125
0.167
-0.024
0.037
0.151
0.163
Other
0.083
0.132
-0.036
0.174
0.032
0.126
0.216
-0.099
0.136
-0.010
0.130
-0.001
0.054
-0.038
0.050
0.193
-0.138
0.222
0.105
-0.003
-0.121
0.109
.307(*)
0.012
-0.184
0.008
0.082
Global
0.054
-0.029
-0.075
0.049
0.008
0.015
0.001
-.312(*)
0.041
-0.085
0.100
-0.032
-0.037
-0.223
0.052
0.144
-0.237
-0.038
0.056
-0.018
-0.223
0.028
.285(*)
-0.189
-0.205
-0.070
-0.085
Self
-0.080
-0.013
-0.104
-0.253
0.173
-0.153
-0.124
-0.179
-0.047
-0.048
-0.111
0.026
-0.092
-.439(**)
0.066
-0.128
-.316(*)
-0.073
-0.148
-0.210
-.290(*)
-0.055
0.080
-0.011
-.382(**)
-0.213
-0.208
Peer
0.030
0.039
-0.213
-0.184
-0.013
0.094
-0.295
-0.117
-0.070
-.413(**)
-0.161
-0.204
-0.225
-.317(*)
-0.021
-0.227
-.394(**)
-0.198
-.315(*)
-0.207
-.554(**) -.311(*)
0.053
-0.031
-.504(**)
-0.208
-.401(**)
Supervisor
-0.264
-0.157
-.310(*)
-0.259
-0.004
-0.176
0.028
-0.216
-0.060
-.365(*)
-.315(*)
-0.158
-0.236
-0.205
-0.403
-.447(**)
-0.410
-0.359
-.466(**)
-0.435
-.358(**)
-0.076
-0.194
-0.209
-.478(**) -.301(*)
-.344(*)
Other
-0.163
-0.100
-.351(**)
-0.172
0.037
-0.068
-0.195
-0.240
-0.041
-.466(**) -.293(*)
-0.195
-0.257
-.374(**)
-0.123
-0.285
-.599(**)
-0.209
-0.092
-0.073
Global
-0.187
-0.152
-.373(**) -.300(*)
0.036
-0.130
-0.229
-.310(*)
-0.075
-.336(**) -.303(*)
-0.165
-.276(*) -.449(**)
-0.071
-0.227
-0.066
-0.140
Self
-0.113
-0.143
-0.165
-0.225
0.024
-0.148
-.298(*)
-.320(*)
-0.204
-0.116
-0.133
-0.177
-0.191
-0.150
0.023
-0.214
-0.101
-0.238
-0.207
-0.013
-0.264
-0.230
-0.073
-.423(**)
-0.125
-0.243
-.281(*)
Peer
0.091
-0.193
-0.212
0.106
0.042
-0.055
-0.180
0.133
-0.202
0.094
-0.002
-0.024
0.109
0.100
0.049
-0.136
-0.035
0.069
-0.115
0.157
-0.213
0.110
-0.005
-0.050
-0.156
-0.063
-0.010
Supervisor
0.022
-0.102
0.015
0.113
0.068
0.152
0.004
0.027
0.148
-0.092
0.156
0.050
0.102
-0.065
-.538(*)
-0.039
-0.146
0.083
0.019
-0.441
0.200
0.131
0.225
-0.059
-0.083
0.091
0.105
Other
0.073
-0.181
-0.162
0.141
0.056
0.091
-0.146
0.073
-0.085
-0.029
0.044
0.036
0.113
-0.012
-0.122
-0.139
-0.044
0.052
-0.108
-0.146
-0.143
0.138
0.093
-0.040
-0.113
-0.066
0.008
Global
-0.004
-0.219
-0.171
0.019
0.047
0.016
-0.229
-0.147
-0.184
-0.048
-0.014
-0.046
-0.027
-0.146
-0.081
-0.197
-0.155
-0.127
-0.173
-0.140
-.270(*)
0.008
0.037
-0.212
-0.156
-0.186
-0.177
Self
.310(*)
.351(**)
0.170
0.215
.333(*)
0.273
.298(*)
.370(**)
.302(*)
.330(*)
.327(*)
.329(*)
0.193
.345(*)
0.269
0.097
0.226
.366(**)
-0.125
.314(*)
0.122
0.004
0.143
.277(*)
0.058
0.089
.373(**)
Peer
0.079
-0.140
-0.185
-0.028
.293(*)
0.131
-0.125
-0.002
-.299(*)
0.222
-0.014
0.169
0.024
-0.020
-0.007
-0.189
0.191
-0.101
-0.101
0.084
0.001
0.010
-0.198
0.086
0.029
-0.004
-0.043
Supervisor
0.002
0.025
-0.027
0.143
0.095
0.013
-0.368
0.218
-0.050
0.188
0.230
0.166
0.094
0.047
-0.206
0.100
0.099
-0.007
0.023
0.085
0.037
0.148
0.103
0.279
-0.010
0.107
0.123
Other
-0.021
-0.034
-0.186
0.115
.280(*)
0.060
-0.225
0.129
-0.172
0.211
0.123
0.187
0.093
-0.018
-0.059
-0.088
0.183
-0.144
-0.057
0.038
0.027
0.113
-0.064
0.250
-0.016
0.031
0.073
0.197
Global
0.106
0.120
-0.131
0.156
.315(*)
0.175
0.152
.320(*)
0.023
.296(*)
0.210
.262(*)
0.138
0.178
0.003
-0.095
0.212
0.111
-0.108
0.119
0.108
0.073
-0.024
.302(*)
0.070
0.066
Self
-0.057
.332(*)
0.092
0.062
-0.003
0.155
-0.009
0.149
0.087
.288(*)
-0.001
0.109
0.012
0.159
0.306
0.069
0.124
0.197
-0.096
0.169
0.066
-.317(*)
-0.077
0.107
-0.023
-0.002
0.110
Peer
-0.190
-.290(*)
-0.267
-.455(**)
-0.196
-0.227
-0.227
-0.201
-0.270
0.169
-.325(*)
-.301(*)
-0.168
-0.075
-0.026
-0.229
0.057
-0.128
-.321(*)
-0.019
-0.223
-0.175
-.283(*) -.453(**)
0.070
-0.145
-.330(*)
Supervisor
-0.052
-0.094
-0.039
0.065
0.094
0.105
0.068
0.080
0.000
-0.108
0.041
0.044
-0.090
0.223
0.065
0.096
-0.294
0.197
-0.011
-0.152
0.037
0.089
-0.128
0.038
0.038
0.132
0.045
Other
-0.190
-0.160
-0.194
-.360(**)
-0.145
-0.017
-0.120
-0.076
-0.095
0.056
-0.216
-.275(*)
-0.219
0.102
0.004
-0.039
0.092
-0.065
-0.162
-0.112
-0.072
-0.137
-.286(*)
-.333(*)
0.188
0.044
-0.185
Global
-0.094
0.080
-0.031
-0.218
-0.107
0.144
-0.005
0.083
0.049
0.168
-0.219
-0.140
-0.124
0.162
0.139
-0.064
0.114
0.097
-0.188
0.060
-0.040
-0.207
-0.243
-0.202
0.132
0.091
-0.017
Self
-0.034
0.128
0.135
0.010
-0.215
0.156
0.046
0.192
-0.007
.323(*)
-0.060
0.006
0.042
.389(**)
0.003
0.033
0.248
0.057
0.062
0.219
0.256
-0.237
-0.063
0.071
0.209
0.181
0.146
Peer
0.166
-0.110
-0.007
-0.189
0.017
0.041
0.183
-0.007
-0.081
0.245
0.015
-0.022
-0.034
0.166
-0.169
-0.018
0.186
-0.033
-0.190
0.172
0.132
-0.003
-.423(**)
-0.193
0.197
0.018
0.050
0.141
0.115
0.119
0.061
0.221
0.074
-0.298
0.192
0.149
0.191
0.141
0.178
0.137
0.259
-0.356
0.094
0.100
0.078
0.259
-0.053
0.260
0.133
0.098
0.123
0.249
.336(*)
0.255
Other
0.152
0.020
0.097
-0.132
0.038
0.098
-0.039
0.121
0.012
.261(*)
0.070
0.024
-0.003
.278(*)
-0.200
0.025
0.217
-0.039
0.041
0.065
.276(*)
0.008
-0.208
-0.112
.283(*)
0.178
0.144
Global
0.143
0.125
0.183
-0.047
-0.013
0.198
0.104
.258(*)
0.059
.316(*)
0.014
0.064
0.047
.392(**)
-0.111
0.012
.324(*)
0.153
0.005
0.194
.310(*)
-0.059
-0.222
-0.018
.306(*)
.299(*)
0.211
Self
0.040
.298(*)
0.261
0.042
-0.183
0.148
-0.097
0.011
0.153
0.243
0.126
-0.104
-0.009
0.040
0.263
0.091
0.024
-0.027
-0.122
0.109
0.162
-0.257
0.061
-0.016
0.150
0.052
0.079
Peer
-0.145
-0.026
-0.271
-.370(**)
-0.002
-0.177
-0.216
-0.218
-.353(*)
0.081
-0.080
-.283(*)
-0.176
-0.026
-0.148
-0.087
-0.171
-0.254
-0.113
-0.123
-0.040
-0.035
-0.180
-0.207
0.140
-0.019
-0.227
Supervisor
0.149
0.062
-0.099
0.071
0.110
0.101
-0.023
0.076
0.081
0.192
0.012
-0.155
-0.065
0.019
-0.133
-0.087
-0.349
0.077
-0.043
-0.134
0.063
-0.081
-0.084
0.041
-0.002
0.027
0.013
Other
-0.005
0.090
-0.218
-0.233
-0.002
-0.014
-0.213
-0.071
-0.120
0.171
-0.050
-.315(*)
-0.178
-0.004
-0.162
-0.050
-0.165
-0.273
-0.057
-0.093
0.044
-0.080
-0.168
-0.111
0.155
0.053
-0.118
Global
0.062
0.190
-0.028
-0.174
-0.065
0.104
-0.140
-0.014
0.029
0.221
-0.056
-.303(*)
-0.142
0.029
0.013
-0.068
-0.141
-0.150
-0.127
-0.019
0.085
-0.209
-0.150
-0.096
0.146
0.059
-0.054
Self
0.100
0.041
-0.029
0.147
0.225
0.016
0.184
-0.169
-0.050
-0.230
0.260
0.173
.314(*)
0.196
.361(*)
-0.080
0.161
0.079
-0.171
.484(**)
0.138
.398(**)
0.225
0.089
0.153
0.160
0.173
Peer
-0.234
0.000
-0.163
0.214
0.275
0.005
0.057
0.017
-0.057
0.261
0.147
0.233
0.248
0.262
0.169
-0.043
0.205
-0.004
0.258
0.200
0.129
0.254
0.186
.311(*)
0.003
0.158
0.192
Supervisor
-0.088
-0.016
-0.070
0.102
-0.162
0.025
-0.192
0.049
-0.079
0.023
0.057
-0.006
0.138
-0.177
-0.407
0.207
0.015
-0.048
0.074
-0.143
0.001
0.208
0.121
-0.020
-0.024
-0.027
-0.001
Other
-0.200
-0.043
-0.201
.269(*)
0.191
-0.054
0.018
0.019
-0.128
0.120
0.133
0.245
.295(*)
0.092
0.049
0.022
0.177
-0.069
0.165
0.019
0.013
.331(*)
0.162
.268(*)
-0.020
0.063
0.111
Global
-0.150
-0.003
-0.197
0.203
0.153
-0.065
0.106
-0.092
-0.166
-0.075
0.250
0.178
.307(*)
0.120
0.162
-0.020
0.144
-0.084
0.093
0.227
0.095
.388(**)
0.215
0.250
0.076
0.001
0.138
Self
-0.199
-0.140
-.309(*)
-0.174
-0.145
-0.251
-0.134
-.418(**) -.303(*)
-0.103
-0.101
-.302(*)
0.008
-0.147
-0.223
-0.243
0.023
-0.127
-0.154
-0.017
-0.257
-0.040
-0.183
-0.065
-0.147
-0.123
-0.257
Peer
-0.088
-0.167
-0.142
0.196
0.041
-0.039
0.069
0.129
0.140
0.170
0.026
-0.003
0.240
0.215
0.125
0.014
.353(*)
-0.036
0.233
0.143
0.142
0.139
0.134
0.056
0.051
.311(*)
0.219
-0.182
0.016
0.019
-0.034
-0.035
-0.129
-0.287
-0.138
-0.011
-0.080
0.021
0.073
0.154
-0.001
-0.109
0.105
0.245
0.141
0.076
0.086
0.025
-0.020
0.043
0.066
0.162
0.100
0.044
Other
-0.157
-0.093
-0.058
0.113
0.026
-0.104
-0.052
0.005
0.012
0.065
0.032
0.023
.266(*)
0.194
0.083
0.000
.380(**)
0.015
0.192
0.028
0.138
0.089
0.107
0.072
0.160
0.219
0.146
Global
-0.193
-0.141
-0.176
0.010
-0.021
-0.211
-0.056
-0.198
-0.146
-0.039
0.019
-0.103
0.164
0.023
0.012
-0.015
0.192
-0.085
0.099
0.129
0.001
0.062
0.033
0.019
0.013
0.028
-0.018
HDS 9
Imaginative
Table 51: Motives, Values, Preferences Inventory (MVPI) Correlations with Performance- Student Sample
Intellectual and Cognitive
MVPI 1
Aesthetic
MVPI 2
Affiliation
MVPI 3
Altruistic
Character
11
10
13
14
15
12
25
18
17
16
22
23
20
21
19
24
Total
Analysis &
Reasoning
Creativity
Problem
Solving
Practical
Judgment
Researching
Law
Fact Finding
Question &
Interview
Influence &
Advocate
Writing
Speaking
Listening
Strategic
Planning
Managing Self
Managing
Others
Negotiation
Eyes of others
Networking
Advising
Clients
Developing
Relationships
Eval, Develop
& Mentor
Passion
Diligence
Integrity
Stress
management
Community
Service
Self
Development
Avg Across
Self
0.089
0.127
0.223
0.216
-0.118
0.107
0.197
-0.002
-0.049
-0.051
0.060
0.113
-0.057
0.122
0.227
-0.191
0.218
0.018
0.072
0.052
-0.020
-0.182
-0.196
-0.052
0.183
-0.117
0.052
Peer
-0.082
0.211
0.121
-0.045
-0.206
-0.198
0.087
-0.005
-0.178
0.239
0.072
0.073
-.497(**)
0.134
0.122
-0.083
0.149
0.111
0.023
0.034
-0.164
-.351(*) -.492(**)
-0.226
-0.054
-0.088
-0.068
Supervisor
0.207
0.214
0.171
0.110
0.231
.326(*)
0.357
0.162
0.301
.474(**)
0.155
0.257
0.041
0.149
0.173
0.192
.665(**)
-0.053
.357(*)
0.330
0.165
0.137
0.069
0.160
0.287
0.235
0.247
Other
0.070
0.186
0.150
0.005
0.109
0.082
0.169
0.074
0.153
.307(*)
0.103
0.107
-0.228
0.121
0.145
0.078
0.223
0.082
0.182
0.084
0.005
-0.030
-0.188
-0.135
0.024
0.082
0.116
Global
0.123
.283(*)
.285(*)
0.051
0.052
0.163
0.190
0.035
0.107
0.243
0.174
0.156
-0.200
.305(*)
0.215
-0.034
0.229
0.068
0.249
0.124
0.073
-0.020
-0.139
-0.018
0.238
0.139
0.195
Self
-0.134
0.004
0.118
0.248
0.180
.353(*)
-0.034
-0.063
-0.094
.382(**)
-0.179
0.016
0.225
0.026
0.079
0.166
0.197
0.182
0.237
0.110
0.131
0.217
-0.049
0.035
0.172
0.044
0.202
Peer
-0.036
0.060
0.029
-0.191
-0.200
0.295
-0.145
-0.100
-.353(*)
0.055
0.029
-0.085
-0.141
-0.021
0.028
-0.019
-0.085
0.086
0.111
-0.094
-0.024
0.051
-0.060
0.009
0.156
-0.114
-0.053
Supervisor
-0.238
-0.147
-0.088
-0.106
-0.021
-0.149
-0.244
-0.140
-0.087
-0.060
-0.127
-0.214
-0.167
-0.040
0.037
-0.152
-0.072
-0.331
0.041
0.308
0.203
-0.251
-0.228
-0.098
-0.092
-0.043
-0.117
Other
-0.118
-0.137
-0.078
-0.202
-0.154
0.037
-0.207
-0.159
-0.265
-0.017
-0.067
-0.223
-0.210
0.042
-0.035
-0.081
0.024
-0.137
0.114
-0.004
0.059
-0.035
-0.207
-0.055
-0.011
-0.095
-0.095
Global
-0.155
-0.038
0.065
-0.051
-0.056
0.171
-0.105
-0.121
-0.247
0.127
-0.071
-0.100
-0.100
0.085
0.008
0.042
0.153
0.020
0.202
0.025
0.100
0.073
-0.200
-0.020
0.091
-0.053
-0.002
Self
0.006
-0.045
0.175
0.262
0.001
0.244
.378(*)
-.295(*)
-0.089
0.003
0.118
0.209
-0.108
0.127
0.084
.363(*)
-0.085
0.165
0.159
-0.146
.541(**)
0.237
.325(*)
0.135
.620(**)
0.212
0.253
Peer
-0.016
0.142
0.055
0.173
0.063
0.107
0.035
-0.078
-0.234
0.033
0.085
-0.079
0.199
-0.052
0.068
0.185
-0.017
0.141
0.138
-0.155
0.230
0.030
0.176
-0.036
.317(*)
0.063
0.109
-.325(*)
-0.306
-0.149
-0.164
-0.144
-.374(*)
-0.388
-0.148
-0.305
-0.197
-0.154
-0.205
-0.168
-0.114
-0.276
-0.033
-0.076
-0.098
0.133
-0.089
0.280
-0.157
-0.044
-0.170
0.218
-0.052
-0.163
Other
-0.167
-0.143
-0.062
0.025
-0.018
-0.135
-0.128
-0.125
-.294(*)
-0.114
-0.067
-0.173
-0.001
-0.056
0.021
0.073
-0.062
0.033
0.151
-0.192
0.262
-0.039
0.086
-0.103
.289(*)
0.017
-0.036
Global
-0.078
0.029
0.209
0.151
0.068
0.010
0.211
-0.181
-0.215
-0.016
0.124
0.036
0.078
0.055
0.052
0.202
0.069
0.162
.302(*)
-.308(*)
.477(**)
0.210
.280(*)
0.148
.596(**)
0.216
0.192
Supervisor
Self
0.233
0.016
0.053
0.135
0.126
-0.095
-0.098
-0.106
0.098
-.301(*)
-0.064
0.104
0.023
0.026
0.117
-0.240
-0.048
-0.236
0.002
0.299
-0.248
0.087
-0.160
0.043
-0.140
0.028
-0.032
Peer
-0.026
-0.182
-0.224
0.029
-0.019
-0.176
-0.068
-0.005
-0.050
0.092
-0.232
-0.014
-0.091
-0.179
-0.073
-0.146
0.195
0.083
-0.157
-0.126
-0.156
-0.065
-0.024
0.124
-.292(*)
-0.111
-0.064
0.197
0.089
0.131
0.129
0.150
0.233
0.340
0.089
0.187
0.217
0.042
0.179
0.116
-0.047
0.325
0.145
0.241
0.001
0.072
0.003
-0.065
0.061
0.033
0.264
-0.007
-0.093
0.119
0.016
0.002
-0.079
0.007
0.109
0.019
0.098
0.018
0.152
0.176
-0.165
0.093
0.018
-0.151
0.013
-0.043
0.169
0.064
-0.171
-0.062
-0.153
-0.044
0.043
0.191
-.292(*)
-0.140
0.000
Global
0.080
-0.035
-0.107
0.078
0.047
-0.071
0.053
-0.081
0.096
0.053
-0.159
0.085
0.067
-0.080
0.099
-0.173
0.109
-0.091
-0.143
0.149
-0.224
0.004
-0.034
0.096
-.277(*)
-0.087
-0.027
Self
-0.026
0.112
0.150
.327(*)
0.043
0.182
-0.128
0.056
-0.063
0.102
-0.136
-0.001
0.191
0.010
0.064
-0.067
0.229
-0.068
0.116
0.223
-0.196
0.014
-0.215
0.071
-0.091
0.030
0.079
Peer
-0.259
-0.138
-0.228
-0.222
-.326(*)
-0.061
-0.235
-0.182
-.353(*)
0.158
-0.045
-0.187
-0.283
-0.063
-0.217
-0.086
-0.027
-0.031
-0.031
-0.195
-.370(*)
-0.180
-0.141
-0.032
-0.205
-0.240
-0.204
Supervisor
0.067
0.077
0.116
0.171
0.105
0.188
0.151
0.011
0.136
0.208
0.026
0.047
0.068
0.080
0.343
0.192
0.472
-0.132
0.203
0.355
0.233
-0.021
-0.044
0.125
0.072
-0.027
0.134
Other
-0.144
-0.067
-0.118
-0.118
-0.103
0.007
-0.121
-0.122
-0.065
0.207
-0.024
-0.119
-0.150
0.004
-0.144
0.041
0.058
-0.082
-0.001
-0.097
-0.163
-0.066
-0.105
0.007
-0.269
-0.197
-0.051
Global
-0.204
-0.107
-0.071
0.021
-0.120
0.016
-0.166
-0.085
-0.148
0.172
-0.078
-0.111
-0.122
0.095
-0.062
0.011
0.163
-0.132
0.017
0.050
-0.241
-0.106
-0.260
-0.024
-.282(*)
-0.173
-0.116
Self
0.114
0.165
0.149
0.209
0.154
0.242
0.067
-0.072
0.072
0.057
-0.010
0.257
0.222
0.166
0.296
-0.151
0.198
0.152
0.125
0.312
0.000
0.250
-0.063
-0.049
-0.046
0.056
0.193
Peer
-0.018
0.000
-0.195
-0.178
-0.022
-0.099
-0.013
-0.015
-0.216
-0.032
-.325(*)
0.077
0.023
-0.015
-0.225
-0.186
0.083
0.302
0.033
-0.002
-0.160
0.152
-0.136
0.023
-0.219
-0.011
-0.088
0.063
0.053
0.112
0.074
0.066
0.144
-0.019
0.062
0.188
0.037
-0.020
0.030
-0.042
-0.281
0.212
0.075
0.035
-0.227
0.148
-0.202
0.059
-0.096
-0.076
0.236
-0.017
-0.031
0.068
Other
0.007
0.034
-0.077
-0.124
0.049
0.018
0.002
0.029
0.134
-0.020
-0.273
0.096
-0.021
-0.052
-0.200
-0.135
0.034
0.029
0.031
-0.010
-0.109
0.059
-0.102
0.077
-0.242
-0.083
-0.008
Global
0.061
0.144
0.003
-0.010
0.055
0.089
0.095
-0.060
0.063
-0.028
-0.176
0.230
0.140
0.107
-0.037
-0.183
0.148
0.057
0.086
0.160
-0.096
0.216
-0.101
-0.018
-0.149
-0.019
0.062
Self
0.007
0.022
0.003
.291(*)
-0.056
0.197
0.006
0.004
-0.030
0.207
0.119
0.192
.302(*)
.302(*)
0.066
-0.226
.393(*)
-0.008
0.057
0.243
-0.032
-0.008
-0.194
-0.209
-0.126
-0.064
0.109
Peer
-0.165
-0.092
-0.240
-0.152
-0.261
-0.071
0.044
-0.254
-.314(*)
0.219
-0.289
0.197
-0.009
0.008
0.031
-0.140
.356(*)
-0.188
-0.071
-0.068
-0.065
-0.074
-0.186
-0.085
-0.144
0.076
-0.072
MVPI 7
Supervisor
Recognition
0.029
0.101
0.168
.312(*)
0.042
0.268
0.285
0.099
0.131
0.135
0.076
0.008
0.258
0.016
0.228
.345(*)
0.354
0.057
0.285
0.060
0.170
0.159
0.072
0.125
-0.043
0.191
0.230
-0.052
-0.040
0.002
0.115
-0.090
0.128
0.179
-0.048
-0.001
0.187
-0.140
0.156
0.156
0.092
0.057
0.083
.419(**)
-0.108
0.119
0.003
0.081
0.146
0.006
0.021
-0.123
0.156
0.139
Global
-0.081
-0.016
-0.007
0.125
-0.142
0.129
0.146
-0.188
-0.062
0.206
-0.064
.286(*)
0.263
0.234
0.051
-0.056
.454(**)
-0.063
0.061
0.210
0.037
0.151
-0.122
-0.164
-0.154
0.044
0.104
Self
.318(*)
-0.104
0.195
0.009
0.154
-0.092
0.068
0.009
0.227
-0.109
0.099
0.066
-0.074
0.132
0.116
-0.080
0.002
-0.089
0.115
0.264
0.042
-0.056
0.061
0.113
0.094
-0.076
0.101
Peer
0.059
0.054
-0.093
0.156
-0.160
-0.048
0.022
-0.002
0.022
0.127
-0.187
-0.076
-0.091
-0.197
-0.061
-0.069
0.285
0.067
-0.010
-0.101
-0.160
0.029
-0.049
0.018
-0.214
-0.014
0.006
Supervisor
0.117
0.200
0.164
0.042
0.153
0.216
0.449
-0.034
0.126
0.088
0.169
0.061
0.150
0.077
0.525
0.233
0.353
0.156
0.193
0.074
-0.028
0.027
0.104
.325(*)
0.212
0.053
0.147
Other
0.074
0.153
0.042
0.138
-0.032
0.101
0.177
-0.044
0.156
0.078
-0.041
-0.011
0.005
-0.161
0.040
-0.007
0.225
0.075
0.038
-0.073
-0.138
0.008
0.023
0.062
-0.057
-0.041
0.044
Global
0.165
0.097
0.104
0.072
0.119
0.037
0.183
-0.022
0.182
0.027
0.024
-0.022
-0.066
0.030
0.057
-0.047
0.093
-0.004
0.119
0.103
-0.038
0.028
0.098
0.170
0.070
-0.016
0.098
Self
-0.201
-0.130
-0.149
-0.128
-0.055
-0.065
-0.113
-0.134
-.318(*)
-0.071
-0.010
-0.272
-0.173
-0.082
-0.163
-0.063
-.344(*)
-0.042
-.328(*)
-0.181
-0.168
0.199
.304(*)
-0.063
-0.218
0.007
-0.220
Peer
-0.026
-0.219
-0.228
-0.044
-0.090
-0.100
-0.254
0.058
0.113
-0.176
-0.002
-0.162
0.045
-0.004
0.011
0.076
-0.261
-0.156
-0.161
-0.243
-0.064
0.207
0.098
-0.174
-0.059
-0.255
-0.097
Supervisor
-0.035
-0.181
-0.132
0.050
0.150
0.126
0.217
0.063
-0.002
-0.093
0.116
0.061
0.108
-0.047
0.074
-0.064
-0.014
-0.004
0.016
-0.199
-0.021
0.198
0.255
0.050
-0.109
0.021
0.041
Other
-0.037
-0.138
-0.185
0.006
0.146
0.032
-0.043
0.081
0.079
-0.138
0.061
-0.022
0.099
-0.029
0.025
0.016
-0.216
-0.102
-0.108
-0.211
-0.035
0.215
0.194
-0.067
-0.145
-0.090
-0.019
Global
-0.068
-0.184
-0.224
0.006
0.040
-0.003
-0.114
0.031
-0.069
-0.147
0.005
-0.131
0.059
-0.116
0.051
-0.013
-0.263
-0.080
-0.228
-0.141
-0.113
0.229
.308(*)
-0.053
-0.161
-0.094
-0.098
Self
-0.079
-0.098
-0.082
-0.082
-0.175
0.086
-0.051
-.335(*)
-0.206
0.088
-0.103
0.099
-0.065
-0.174
0.019
0.114
-0.228
0.128
-.316(*)
-.377(*)
-0.099
-0.033
.350(*)
-0.077
0.025
-0.261
-0.155
-0.019
Other
MVPI 10
Tradition
Conflict Resolution
26
MVPI 9
Security
Other
MVPI 8
Scientific
Communications
MVPI 4
Supervisor
Commercial
MVPI 5
Hedonistic
Peer
0.160
0.047
0.016
-0.174
-0.015
0.114
-.346(*)
0.093
0.156
0.057
0.101
0.027
0.148
-0.118
-0.257
0.075
-.359(*)
0.180
0.110
-0.235
-0.106
.314(*)
0.037
-0.222
-0.025
-0.198
Supervisor
-0.091
-0.011
0.051
-0.082
0.201
-0.037
-0.236
0.010
0.025
-0.095
0.150
-0.008
0.194
0.078
0.043
0.102
0.222
0.042
0.039
0.164
0.133
0.143
0.291
0.059
0.048
0.059
0.067
Other
0.079
0.078
0.026
-0.174
0.186
0.047
-0.290
0.028
0.105
-0.016
0.130
-0.010
0.154
-0.128
-0.218
0.053
-.320(*)
0.154
0.112
-0.233
0.020
.290(*)
0.157
-0.136
-0.090
-0.067
0.060
Global
0.106
0.120
0.008
-0.121
0.007
0.090
-0.176
-0.107
-0.005
0.088
0.089
0.086
0.258
-0.126
-0.070
0.136
-0.200
0.220
-0.004
-0.268
-0.018
.306(*)
.343(*)
-0.086
0.056
-0.077
0.041
Conflict Resolution
Character
26
11
10
13
14
15
12
25
18
17
16
22
23
20
21
19
24
Total
Analysis &
Reasoning
Creativity
Problem
Solving
Practical
Judgment
Researching
Law
Fact Finding
Question &
Interview
Influence &
Advocate
Writing
Speaking
Listening
Strategic
Planning
Managing Self
Managing
Others
Negotiation
Eyes of others
Networking
Building
Relationships
Developing
Relationships
Eval, Develop
& Mentor
Passion
Diligence
Integrity
Stress
management
Community
Service
Self
Development
Avg Across
Self
0.116
.243(*)
0.103
.387(**)
0.115
0.039
0.156
0.153
0.165
0.144
.210(*)
.361(**)
-0.007
0.173
0.095
0.174
0.144
.292(**)
0.143
.269(*)
.364(**)
0.027
0.121
0.084
.328(**)
.243(*)
.333(**)
Peer
-0.053
-0.019
0.003
0.061
0.119
0.010
0.082
0.028
0.068
0.137
-0.078
-0.023
0.090
0.084
-0.036
0.023
.287(**)
0.042
0.014
-0.014
0.143
-0.006
0.048
0.102
.220(*)
0.019
0.105
0.078
-0.042
0.073
0.048
0.009
0.000
0.047
0.162
-0.019
0.133
0.064
0.002
0.041
0.006
0.134
0.215
0.033
0.107
0.075
0.053
.225(*)
0.002
0.112
0.119
.378(**)
0.060
0.106
Other
0.013
-0.034
0.022
0.082
0.052
-0.001
0.082
0.084
0.021
0.122
-0.050
-0.004
0.076
0.082
-0.025
0.099
.254(**)
0.041
0.033
0.010
.212(*)
0.015
0.100
0.105
.286(**)
0.059
0.109
Global
0.024
0.083
0.051
.195(*)
0.089
0.027
0.156
0.105
0.087
0.138
0.019
0.115
0.080
0.112
0.015
0.165
.293(**)
0.177
0.081
0.122
.292(**)
0.056
0.133
0.074
.306(**)
0.144
.211(*)
Self
-0.050
-0.072
0.061
0.080
-0.114
-0.163
-0.024
-0.152
-0.105
-0.167
0.093
-0.054
0.076
-0.045
0.109
-0.163
-0.125
-0.118
0.122
0.165
0.030
-0.009
0.050
0.032
0.089
0.028
-0.043
0.095
0.110
0.055
0.134
0.107
0.078
-0.012
-0.009
-0.067
-0.032
0.037
0.142
0.089
0.090
0.100
0.015
0.078
0.110
.200(*)
0.131
0.164
0.141
0.158
0.029
0.077
0.152
0.118
-0.006
0.037
-0.081
0.082
-0.077
-0.179
-0.069
-0.030
-0.195
-0.020
0.000
-0.038
0.001
-0.005
0.089
-0.052
0.196
-0.046
0.049
-0.148
-0.126
-0.087
0.159
0.034
-0.081
-0.076
-0.065
0.082
0.106
0.071
0.139
0.013
-0.036
-0.018
0.002
-0.140
-0.008
0.042
0.136
0.074
0.138
0.125
-0.003
0.117
0.095
0.131
0.091
0.072
0.038
0.170
0.029
0.079
0.075
0.058
Global
0.021
0.079
0.063
0.130
-0.026
-0.129
-0.062
-0.104
-0.174
-0.108
0.066
0.023
0.041
0.024
0.100
-0.104
-0.018
-0.016
0.163
0.113
0.068
0.052
0.171
0.045
0.077
0.039
0.018
Self
-0.019
0.055
-0.059
0.146
-0.045
0.002
0.049
0.041
-0.024
.381(**)
0.005
0.010
0.039
.250(*)
0.081
-0.018
.260(*)
-0.037
0.168
0.099
0.123
-0.122
-.306(**)
-0.031
0.029
0.144
0.095
Peer
-0.136
0.112
-0.124
-0.077
-.207(*)
-0.043
0.074
-0.036
-0.118
.320(**)
-0.042
-0.186
-0.173
0.073
0.104
-0.069
.206(*)
-0.022
-0.014
-0.027
-0.014
-.219(*)
-.206(*)
-0.055
0.007
0.017
-0.034
Supervisor
0.141
0.080
0.113
0.076
0.043
0.184
-0.126
0.171
0.098
.287(**)
0.100
0.140
0.093
0.083
0.038
0.134
.285(*)
-0.156
0.003
0.260
0.010
-0.092
-0.056
.208(*)
-0.002
0.047
0.152
Other
-0.031
0.086
-0.013
0.011
-0.170
0.075
0.029
0.131
-0.002
.357(**)
0.028
-0.115
-0.090
0.119
0.101
0.040
.298(**)
-0.031
0.047
0.043
0.046
-0.171
-0.140
0.073
0.068
0.074
0.058
Global
-0.051
0.104
-0.041
0.048
-0.126
0.079
-0.001
0.147
0.045
.414(**)
0.030
-0.084
-0.079
.202(*)
0.085
0.053
.322(**)
-0.055
0.093
0.105
0.074
-0.166
-.219(*)
0.078
0.014
0.099
0.105
Self
0.048
0.000
0.114
.207(*)
0.165
-0.071
0.046
0.163
0.122
0.067
0.177
0.119
0.133
0.161
0.024
0.184
.232(*)
.218(*)
0.177
0.155
.265(**)
0.005
.198(*)
.482(**)
0.031
.204(*)
.269(**)
Peer
0.048
0.078
0.065
0.129
0.091
.219(*)
0.221
0.144
0.171
0.125
0.039
0.083
.192(*)
0.090
0.032
0.122
.222(*)
0.039
0.118
.215(*)
.272(**)
0.112
0.060
.280(**)
0.120
0.107
.236(*)
Supervisor
0.116
0.026
0.068
0.025
-0.024
-0.047
0.154
0.152
-0.149
0.104
0.033
0.023
0.044
-0.083
0.259
-0.046
.302(*)
0.093
0.025
0.291
0.093
0.086
0.061
0.198
0.108
0.082
0.101
Other
0.059
0.020
0.035
0.085
0.033
0.055
0.205
.192(*)
0.070
0.128
0.005
0.052
0.141
-0.002
0.069
0.039
.215(*)
0.041
0.054
.248(*)
.253(**)
0.117
0.046
.224(*)
0.099
0.095
0.170
Global
0.032
0.014
0.025
0.118
0.109
0.033
0.164
.206(*)
0.128
0.128
0.052
0.102
.193(*)
0.032
0.029
0.100
.250(**)
0.097
0.089
.214(*)
.273(**)
0.129
0.070
.332(**)
0.088
0.131
.221(*)
Self
-0.056
-0.066
-0.135
-0.079
-0.050
-0.157
-.175(*)
-.177(*)
0.101
-.198(*)
-0.109
-0.035
0.007
-0.078
-0.091
-0.099
-0.144
-0.123
-0.097
0.006
-0.076
-0.114
0.045
-0.079
-0.072
-0.094
-0.153
-0.006
-0.011
0.049
-0.056
0.066
-0.136
-0.035
-0.037
-0.008
0.121
0.032
-0.083
-0.050
-0.086
-0.099
-0.036
-0.037
-0.116
-0.074
-0.115
-0.124
-0.131
-0.049
-0.004
-0.135
-0.081
-0.063
0.087
-0.013
0.010
0.118
0.053
0.005
-0.116
0.062
0.046
0.074
0.024
0.042
0.085
-0.057
-0.102
-0.037
-0.040
-0.119
-0.012
-0.226
-0.048
-0.070
0.024
0.094
0.004
-0.058
0.009
0.071
0.034
0.081
0.029
0.076
-0.081
-0.061
0.015
0.051
.169(*)
0.078
-0.053
0.026
-0.100
-0.091
-0.003
-0.028
-0.138
-0.057
-0.164
-0.089
-0.119
0.046
0.047
-0.111
-0.071
0.008
0.021
0.019
-0.015
-0.003
0.052
-0.133
-.159(*)
-0.075
0.065
0.071
0.022
-0.028
0.021
-0.097
-0.129
-0.041
-0.088
-0.127
-0.068
-0.108
-0.079
-0.103
0.033
-0.026
-0.112
-0.096
-0.070
Peer
Situational
Judgment Test Supervisor
(SJT)
Other
Optimism
(OPT)
Communications
Biographical
Supervisor
Inventory (BIO)
Self
Monitoring
Scale (SMS)
Peer
Emotion
Recognition Supervisor
(ER)
Other
Global
Table 53:
Self Stepwise Regressions TOTAL STUDENT SAMPLE
(Entered LSAT, Index, HPI, BIO, SJT, OPT)
(2)
Creativity/ Innovation
(26)
Problem Solving
(3)
Practical Judgment
(5)
Fact Finding
(11)Questioning and
Interviewing
(10) Influencing and
Advocating
(8)
Writing
(7)
Speaking
(9)
Listening
(13)
Strategic Planning
(14)
Organizing and
Managing Ones Own
Work
(15)
Organizing &
Managing Others
(12)
Negotiation Skills
(25)
Able to See the
World Thru Eyes of
Others
(18)
Networking and
Business
Development
(4)
Advising Clients
(17)
Developing
Relationships in the
Legal Profession
(16)
Evaluation, Develop.
& Mentoring
Passion and
Engagement (22)
(23)
Diligence
Character
Working
with Others
Client &
Business
Relations
Conflict
Resolutio
n
Planning and
Organizing
Communicatio
ns
Research &
Information
Gathering
(6)
Researching the Law
(20)
Integrity/ Honesty
(21)
Stress Management
(19)
Community Service
(24)
Self-Development
R
Square
Adjust
R
Square
Std.
Error of
the Est.
Change Statistics
R
Square
Change
F
Change
df1
df2
Sig. F
Change
.386
.149
.131
.26826
.149
8.560
49
.005
LSAT
.369
.136
.118
.48602
.136
7.564
48
.008
H 2 (Ambition)
.470
.220
.187
.46658
.084
5.083
47
.029
OPT
.563
.317
.273
.44143
.097
6.508
46
.014
H6 (Intellec)
.405
.164
.146
.49872
.164
9.206
47
.004
LSAT
.490
.241
.207
.48043
.077
4.647
46
.036
BIO
.554
.307
.260
.46414
.066
4.286
45
.044
OPT
.637
.406
.352
.43454
.099
7.340
44
.010
H6 (Intellec)
.284
.081
.062
.48189
.081
4.215
48
.046
BIO
.445
.198
.182
.53881
.198
12.124 1
49
.001
H 4 (Interper.
Sensitivity)
.517
.268
.237
.52033
.069
4.541
48
.038
.341
.116
.098
.54642
.116
6.326
48
.015
H 1 (Adjustment)
.514
.264
.249
.44732
.264
17.586 1
49
.000
BIO
.519
.269
.252
.46444
.269
16.193 1
44
.000
.336
.113
.095
.69313
.113
6.241
49
.016
.358
.128
.109
.63650
.128
6.901
47
.012
.471
.222
.206
.55932
.222
13.991 1
49
.000
.554
.307
.278
.53328
.085
5.903
48
.019
.490
.240
.224
.72683
.240
14.534 1
46
.000
H 1 (Adjustment)
.334
.112
.093
.48622
.112
5.795
46
.020
H6 (Intellec)
.525
.275
.261
.47939
.275
18.615 1
49
.000
H 4 (Interper.
Sensitivity)
.604
.365
.338
.45344
.090
6.771
48
.012
.422
.178
.161
.58427
.178
10.621 1
49
.002
H 5 (Prudence)
.351
.124
.106
.38129
.124
6.905
49
.011
H 2 (Ambition)
.457
.209
.176
.36603
.085
5.171
48
.027
H 7 (Learning
Approach)
.531
.282
.236
.35245
.073
4.771
47
.034
OPT
.483
.234
.218
.61680
.234
14.934 1
49
.000
BIO
.360
.129
.112
.62535
.129
7.282
49
.010
Index
.458
.209
.176
.60210
.080
4.858
48
.032
SJT
.535
.286
.240
.57824
.077
5.042
47
.029
H 2 (Ambition)
H 4 (Interper.
Sensitivity)
-
H 5 (Prudence)
H 2 (Ambition)
H 4 (Interper.
Sensitivity)
H 5 (Prudence)
H 2 (Ambition)
H 2 (Ambition)
-
Table 54:
Peer Stepwise Regressions TOTAL STUDENT SAMPLE
(Entered LSAT, Index, HPI, BIO, SJT, OPT)
Intellectual and
Cognitive
Research &
Information
Gathering
(6)
Researching the Law
(5)
Fact Finding
(8)
Writing
(7)
Speaking
(9)
Listening
(13)
Strategic Planning
(14)
Organizing and
Managing Ones Own
Work
(15)
Organizing and
Managing Others
(12)
Negotiation Skills
(25) Able to See the
World Thru Eyes of
Others
(18)
Networking and
Business
Development
(4)
Advising Clients
(17)
Developing
Relationships within
the Legal Profession
(16)
Evaluation, Develop.
& Mentoring
Passion and
Engagement (22)
(23)
Diligence
(20)
Integrity/ Honesty
Client &
Business
Relations
Working
with Others
Character
(21)
Stress Management
(19)
Community Service
(24)
Self-Development
Adjust
R
Square
Std.
Error of
the Est.
Change Statistics
R
Square
Change
F
Change
df1
df2
Sig. F
Change
.392
.153
.137
.32928
.153
9.417
52
.003
LSAT
.280
.078
.060
.49716
.078
4.244
50
.045
Index
.390
.152
.118
.48166
.074
4.271
49
.044
H 2 (Ambition)
.327
.107
.090
.48035
.107
6.231
52
.016
H6 (Intellec)
.421
.177
.145
.46554
.070
4.362
51
.042
.299
.090
.071
.57729
.090
4.720
48
.035
.310
.096
.077
.37171
.096
5.009
47
.030
.285
.081
.063
.48502
.081
4.333
49
.043
LSAT
.348
.121
.100
.72373
.121
5.653
41
.022
H6 (Intellec)
.485
.235
.197
.68345
.114
5.976
40
.019
.624
.389
.342
.61867
.154
9.816
39
.003
.671
.451
.393
.59432
.062
4.260
38
.046
.273
.074
.057
.69602
.074
4.176
52
.046
.434
.188
.172
.68107
.188
11.574 1
50
.001
.405
.164
.145
.56302
.164
8.821
45
.005
OPT
.438
.192
.177
.49609
.192
12.379 1
52
.001
OPT
.337
.114
.096
.59797
.114
6.297
49
.015
H 6 (Intellec)
.302
.091
.073
.36542
.091
5.112
51
.028
.365
.133
.116
.53671
.133
7.845
51
.007
OPT
H 2 (Ambition)
OPT
H 5 (Prudence)
H 4 (Interper.
Sensitivity)
SJT
Conflict
Resolut
ion
Planning and
Organizing
Communications
R
Square
H6 (Intellec)
-
OPT
HPI 1 (Adjustment)
OPT
Table 55:
Supervisor Stepwise Regressions TOTAL STUDENT SAMPLE
(Entered LSAT, Index, HPI, BIO, SJT, OPT)
Intellectual and
Cognitive
Research &
Information
Gathering
Communications
Planning and
Organizing
Conflict
Resolutio
n
Client &
Business
Relations
Working with
Others
Character
df2
Sig. F
Change
4.394
46
.042
BIO
.423
.179
.142
.37751
.092
5.020
45
.030
BIO
.326
.106
.086
.65761
.106
5.227
44
.027
LSAT
.438
.192
.154
.63259
.086
4.550
43
.039
H 6 (Intellec)
.334
.112
.090
.47796
.112
5.154
41
.029
.309
.095
.073
.42472
.095
4.218
40
.047
LSAT
.381
.145
.123
.46016
.145
6.776
40
.013
H5 (Prudence)
.477
.227
.188
.44294
.083
4.171
39
.048
.497
.247
.213
.55079
.247
7.220
22
.013
LSAT
.374
.140
.120
.50571
.140
6.850
42
.012
H 5 (Prudence)
.474
.225
.187
.48608
.084
4.461
41
.041
OPT
.355
.126
.105
.61361
.126
6.064
42
.018
BIO
.539
.290
.256
.55967
.164
9.485
41
.004
LSAT
.353
.125
.104
.48722
.125
6.123
43
.017
H2 (Ambition)
.371
.138
.110
.62950
.138
4.960
31
.033
.332
.110
.090
.67551
.110
5.440
44
.024
.497
.247
.218
.84767
.247
8.506
26
.007
HPI 2 (Ambition)
.299
.089
.067
.61953
.089
4.112
42
.049
H4 (Inter Sensitivity)
.472
.222
.184
.57937
.133
7.025
41
.011
LSAT
OPT
BIO
HPI 2 (Ambition)
(17)
Developing
Relationships within
the Legal Profession
(16)
Evaluation, Develop.
& Mentoring
(19)
Community Service
(24)
Self-Development
df1
.087
(21)
Stress Management
F
Change
.39366
(4)
Advising Clients
Passion and
Engagement (22)
(23)
Diligence
(20)
Integrity/ Honesty
R
Square
Change
.067
(7)
Speaking
(9)
Listening
(13)
Strategic Planning
(14)
Organizing and
Managing Ones Own
Work
(15)
Organizing and
Managing Others
(12)
Negotiation Skills
(25)
Able to See the
World Thru Eyes of
Others
(18)
Networking and
Business
Development
Change Statistics
.087
(6)
Researching the Law
(8)
Writing
Std.
Error of
the Est.
.295
(11)
Questioning and
Interviewing
(10)
Influencing and
Advocating
Adjust
R
Square
LSAT
(3)
Practical Judgment
(5)
Fact Finding
R
Square
Table 56:
Other Stepwise Regressions TOTAL STUDENT SAMPLE
(Entered LSAT, Index, HPI, BIO, SJT, OPT)
Intellectual and
Cognitive
R
Square
Change
F
Change
df1
df2
Sig. F
Change
.29739
.118
7.649
57
.008
.325
.105
.090
.50890
.105
6.604
56
.013
.280
.379
.078
.143
.062
.112
.43049
.41876
.078
.065
4.753
4.181
1
1
56
55
.033
.046
Index
.276
.421
.076
.177
.059
.146
.34993
.33337
.076
.101
4.441
6.501
1
1
54
53
.040
.014
H 2 (Ambition)
.291
.085
.069
.42553
.085
5.278
57
.025
.269
.388
.073
.151
.056
.119
.55854
.53937
.073
.078
4.302
4.981
1
1
55
54
.043
.030
.357
.127
.111
.33629
.127
8.009
55
.006
.368
.135
.113
.53383
.135
5.946
38
.020
.361
.509
.130
.259
.115
.233
.42797
.39850
.130
.129
8.396
9.588
1
1
56
55
.005
.003
.383
.515
.147
.265
.131
.237
.56322
.52767
.147
.118
9.105
8.381
1
1
53
52
.004
.006
H 2 (Ambition)
.355
.126
.109
.50854
.126
7.639
53
.008
H 4 (Inter Sensitivity)
.484
.235
.205
.48041
.109
7.388
52
.009
.560
.313
.273
.45957
.078
5.823
51
.019
.391
.153
.138
.50550
.153
10.109 1
56
.002
.459
.211
.182
.49235
.058
4.030
55
.050
.374
.140
.123
.61870
.140
8.296
51
.006
.448
.201
.187
.41913
.201
14.305 1
57
.000
.359
.129
.113
.45752
.129
8.145
55
.006
.276
.076
.060
.30961
.076
4.618
56
.036
.404
.163
.148
.43977
.163
10.731 1
55
.002
LSAT
.501
.251
.223
.42004
.087
6.288
54
.015
(19)
Community Service
BIO
.310
.096
.079
.53857
.096
5.732
54
.020
(24)
Self-Development
H4 (Inter sensitivity)
.349
.122
.106
.42995
.122
7.497
54
.008
(1)
Analysis and
Reasoning
LSAT
(2)
Creativity/ Innovation
LSAT
(26)
Problem Solving
LSAT
Research &
Information
Gathering
Communications
Change Statistics
.103
(5)
Fact Finding
(11)
Questioning and
Interviewing
(10)
Influencing and
Advocating
(8)
Writing
Index
LSAT
LSAT
OPT
LSAT
H 5 (Prudence)
LSAT
SJT
(7)
Speaking
(9)
Listening
(13)
Strategic Planning
HPI 5 (Prudence)
(14)
Organizing and
Managing Ones Own
Work
(15)
Organizing and
Managing Others
(12)
Negotiation Skills
(25)
Able to See the
World Thru Eyes of
Others
(18)
Networking and
Business
Development
(4)
Advising Clients
(17)
Developing
Relationships within
the Legal Profession
(16)
Evaluation, Develop.
& Mentoring
Passion and
Engagement (22)
Client &
Business
Relations
Conflict
Resolutio
n
Std.
Error of
the Est.
.118
OPT
H 5 (Prudence)
Working
with Others
Adjust
R
Square
.344
(3)
Practical Judgment
(6)
Researching the Law
Character
R
Square
OPT
HPI 5 (Prudence)
HPI 2 (Ambition)
OPT
(23)
Diligence
OPT
(20)
Integrity/ Honesty
H 6 (Intellec)
(21)
Stress Management
OPT
Table 57:
Tally of variables from stepwise regressions:
Self appraisals:
HPI 2, BIO, and HPI 4 are most frequent
HPI 2 Ambition = 6
BIO = 4
HPI 4 Interpersonal Sensitivity = 4
OPT = 3
HPI 5 Prudence = 3
HPI 6 Intellectance = 3
LSAT = 2
HPI 1 Adjustment = 2
HPI 7 Learning Approach = 1
Index = 1
SJT = 1
Peer appraisals:
OPT and HPI 6 are most frequent
OPT = 6
HPI 6 Intellectance = 4
HPI 2 Ambition = 2
LSAT = 2
Index = 1
HPI 5 Prudence = 1
HPI 4 Interpersonal Sensitivity = 1
SJT = 1
HPI 1 Adjustment = 1
Supervisor Appraisals:
LSAT and BIO are most frequent
LSAT = 6
BIO = 4
HPI 2 Ambition = 3
HPI 5 Prudence = 2
OPT = 2
HPI 6 Intellectance = 1
HPI 4 Interpersonal Sensitivity = 1
LSAT = 8
OPT = 6
HPI 5 Prudence = 4
HPI 2 Ambition = 3
Index = 2
HPI 4 Interpersonal Sensitivity = 3
HPI 6 Intellectance = 1
BIO = 1
HPI 1 Adjustment
HPI 2 Ambition
HPI 3 Sociability
HPI 4 Interpersonal
Sensitivity
HPI 5 Prudence
HPI 6 Intellectance
HDS 1 Excitable
HDS 2 Skeptical
HDS 3 Cautious
HDS 4 Reserved
HDS 5 Leisurely
HDS 6 Bold
HDS 7 Mischievous
HDS 8 Colorful
HDS 9 Imaginative
HDS 10 Diligent
HDS 11 Dutiful
MVPI 1 Aesthetic
MVPI 2 Affiliation
MVPI 3 Altruistic
MVPI 4 Commercial
MVPI 5 Hedonistic
MVPI 6 Power
MVPI 7 Recognition
MVPI 8 Scientific
MVPI 9 Security
MVPI 10 Tradition
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
1L GPA
.139
.066
175
.359**
.000
175
.404**
.000
175
.076
.331
165
.057
.465
165
-.030
.704
165
.033
.672
165
.214**
.006
165
-.072
.360
165
.204**
.009
165
-.126
.344
58
-.104
.435
58
-.127
.343
58
-.216
.103
58
-.084
.529
58
.008
.955
58
-.305*
.020
58
-.005
.972
58
-.082
.543
58
.096
.474
58
.144
.280
58
-.088
.560
46
.053
.728
46
.052
.732
46
-.218
.146
46
-.089
.556
46
-.030
.844
46
-.119
.433
46
-.038
.801
46
.049
.744
46
.317*
.032
46
-.053
.576
114
.111
.234
116
.060
.524
114
-.027
.780
113
.021
.786
165
Table 59:
Modeling demographic breakdown by top percentages
(Alumni only)
Total
Gender
Female
Top 10%
LSAT
Top 20%
Top 30%
Top 10%
Index (50/50)
Top 20%
Top 30%
Top 10%
BIO
Top 20%
Top 30%
Top 10%
SJT
Top 20%
Top 30%
Top 10%
HPI 2
Top 20%
Top 30%
Top 10%
HPI 7
Top 20%
Top 30%
Top 10%
Optimism
(OPT)
Top 20%
Top 30%
Top 10%
Top 20%
Top 30%
Top 10%
Top 20%
Top 30%
Top 10%
Top 20%
Top 30%
116
225
348
112
225
334
72
140
213
80
205
242
173
256
330
201
343
515
131
217
285
61
126
183
32
66
94
33
64
95
63
(54.3%)
115
(51.1%)
180
(51.7%)
59
(52.7%)
124
(55.1%)
184
(55.1%)
44
(61.1%)
84
(60.0%)
119
(55.9%)
40
(50.0%)
114
(55.6%)
135
(55.8%)
89
(51.4%)
138
(53.9%)
179
(54.2%)
116
(57.7%)
205
(59.8%)
300
(58.3%)
73
(55.7%)
124
(57.1%)
161
(56.5%)
36
(59.0%)
67
(53.2%)
104
(56.8%)
19
(59.4%)
36
(54.5%)
50
(53.2%)
19
(57.6%)
34
(53.1%)
51
(53.7%)
Male
53
(45.7%)
110
(48.9%)
168
(48.3%)
53
(47.3%)
101
(44.9%)
150
(44.9%)
28
(38.9%)
56
(40.0%)
94
(44.1%)
40
(50.0%)
91
(44.4%)
107
(44.2%)
84
(48.6%)
118
(46.1%)
151
(45.8%)
85
(42.3%)
138
(40.2%)
215
(41.7%)
58
(44.3%)
93
(42.9%)
124
(43.5%)
25
(41.0%)
59
(46.8%)
79
(43.2%)
13
(40.6%)
30
(45.5%)
44
(46.8%)
14
(42.4%)
30
(46.9%)
44
(46.3%)
Ethnicity
White
99
(85.3%)
195
(86.7%)
302
(86.8%)
98
(87.5%)
192
(85.3%)
285
(85.3%)
49
(68.1%)
96
(68.6%)
143
(67.1%)
55
(68.8%)
141
(68.8%)
165
(68.2%)
118
(68.2%)
168
(65.6%)
225
(68.2%)
156
(77.6%)
262
(76.4%)
387
(75.1%)
94
(71.8%)
152
(70.0%)
204
(71.6%)
43
(70.5%)
88
(69.8%)
122
(66.7%)
21
(65.6%)
43
(65.2%)
64
(68.1%)
23
(69.7%)
42
(65.6%)
65
(68.4%)
AfricanAmerican
Hispanic
1
(.9%)
1
(.4%)
2
(.6%)
0
(0%)
0
(0%)
0
(0%)
5
(6.9%)
13
(9.3%)
17
(8.0%)
6
(7.5%)
17
(8.3%)
19
(7.9%)
12
(6.9%)
23
(9.0%)
29
(8.8%)
6
(3.0%)
15
(4.4%)
23
(4.5%)
13
(9.9%)
18
(8.3%)
26
(9.1%)
5
(8.2%)
10
(7.9%)
17
(9.3%)
2
(6.3%)
6
(9.1%)
8
(8.5%)
3
(9.1%)
6
(9.4%)
8
(8.4%)
5
(4.3%)
7
(3.1%)
8
(2.3%)
5
(4.5%)
6
(2.7%)
7
(2.1%)
4
(5.6%)
9
(6.4%)
16
(7.5%)
6
(7.5%)
19
(9.3%)
23
(9.5%)
19
(11.0%)
28
(10.9%)
29
(8.8%)
6
(3.0%)
15
(4.4%)
29
(5.6%)
9
(6.9%)
16
(7.4%)
19
(6.7%)
4
(6.6%)
9
(7.1%)
14
(7.7%)
4
(12.5%)
7
(10.6%)
7
(7.4%)
3
(9.1%)
7
(10.9%)
7
(7.4%)
Asian/
Pacific
Islander
8
(6.9%)
15
(6.7%)
25
(7.2%)
7
(6.3%)
21
(9.3%)
33
(9.9%)
10
(13.9%)
13
(9.3%)
23
(10.8%)
9
(11.3%)
22
(10.7%)
29
(12.0%)
13
(7.5%)
20
(7.8%)
29
(8.8%)
21
(10.4%)
31
(9.0%)
51
(9.9%)
8
(6.1%)
18
(8.3%)
23
(8.1%)
4
(6.6%)
12
(9.5%)
20
(10.9%)
3
(9.4%)
8
(12.1%)
12
(12.8%)
2
(6.1%)
7
(10.9%)
12
(12.6%)