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Leadership Challenge

5 Exemplary Practices of Leadership
by

JC Lopez

on 19 August 2015

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Transcript of Leadership Challenge

The Student Leadership Challenge
5 Exemplary Practices of Leadership
Student Leadership Practices Inventory
Leadership is everyone's business
The Leadership Challenge has its origins in a research project Jim Kouzes and Barry Posner began in 1983. They wanted to know what people did when they were at their "personal best" in leading others. They started with the assumption, however, that they did not have to interview and survey star performers in excellent companies to discover best practices. They assumed that by asking ordinary people to describe extraordinary experiences, they would find patterns of success. They were right.
Kouzes and Posner
By 1987, Kouzes and Posner had performed more than 550 of these surveys, each requiring one to two hours of reflection and expression.
At the same time, a shorter, two-page form was completed by another group of 80 managers, and the researchers conducted an additional 42 in-depth interviews.
In the initial study, they examined the cases of middle and senior level managers in private and public sector organizations. Since that time they have expanded their research and collected thousands of additional cases.
This expanded coverage included community leaders, student leaders, church leaders, government leaders, and hundreds of others in non-managerial positions.
From an analysis of the personal-best cases, they developed a model of leadership that consists of what Kouzes and Posner call The Five Practices of Exemplary Leadership.

This led them to write their first book, The Leadership Challenge and develop a quantitative instrument—the Leadership Practices Inventory (LPI)—that would measure the leadership practices they uncovered.
The study found that when leaders
are at their personal best, they:
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
What does this mean?
Model the Way
Leaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory.
Inspire a Shared Vision
Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future.
Challenge the Process
Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities.
Enable Other to Act
Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful.
Encourage the Heart
Accomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.
The Leadership Practices Inventory
We will be taking the LPI today. It is a 30 question assessment, which will provide you with the leadership practice that you use most often.
Ten Commitments of Leadership
1. Find your voice
by clarifying your personal values.
2. Set the example
by aligning actions with shared values.
3. Envision the future
by imagining exciting and ennobling possibilities.
4. Enlist others
in a common vision by appealing to shared aspirations.
5. Search for opportunities
by seeking innovative ways to change, grow, and improve.
6. Experiment and take risks
by constantly generating small wins and learning from mistakes.
7. Foster collaboration
by promoting cooperative goals and building trust.
8. Strengthen others
by sharing power and discretion.
9. Recognize contributions
by showing appreciation for individual excellence.
10. Celebrate the values and victories
by creating a spirit of community.
Based on case studies of student leaders
30 behavior-based statements
5 key practices (with 6 statements each)
1. Model the Way
2. Inspire a Shared Vision
3. Challenge the Process
4. Enable Others to Act
5. Encourage the Heart
5-point response scale (“5” = very frequently)
Strong reliability and validity
Self Assessment
Complete the 30 Questions
Transfer your responses onto the back
Complete the back information (name)
Now what?
So, what does this all mean?
Let's take this adventure together...
Transfer answers onto Self-Rating by question number
Add the values into Total Box at the bottom
Break out into Groups
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Discussion
Use the questions provided to engage as a group based on your highest practice.
Report back to the group.
Wendy - Model the Way (151)
Miriam - Inspiring (152)
Yug - Challenge (156)
Courtney - Enabling (157)
Amanda - Encouraging (159)
REPORT BACK
Tell us about your practice and what your came out of your discussions.
Observations
Within your small staff team, you will be given the opportunity to continue to discuss how these play a role within your building/small staff team.
Reflection
In your workbook, turn to Page 27, which provides you a series of questions. Write down your thoughts in the Action-Planning Worksheet.
Be honest. A leader aims to grow and develop.
Quick Draw
What characteristics makes a great leader?
WHAT did you write Down? and Why?
What are some of Characteristics?
"Somewhere, sometime, the leader within each of us may get the call to step forward."
Audacity
Be audacious.
what does that even mean?
Define "Leadership"
Now...
Model the Way
Finding your voice by clarifying your personal values.
Setting the example by aligning actions with shared values.
INspire a Shared Vision
envisioning the future by imagining exciting and ennobling possiblities.
Enlisting others in a common vision by appealing to shared aspirations.
Challenge the Process
searching for opportunities by seeking innovative ways to change, grow, and improve.
Experimenting and taking risks by constantly generating small wins and learning from mistakes.
enable others to act
fostering collaboration by promoting cooperative goals and building trust.
Strengthening others by sharing power and discretion.
Encouraging the heart
recognizing contributions by showing appreciation for individual excellence.
celebrating the values and victories by creating a spirit of community.
How do these relate to your personal best Leadership Practices?
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