The purpose of this assessment is to discuss and analyze your leadership development based on the Kouzes and Posner (2017) model.

KOUZES AND POSNER : The Leadership Challenge The purpose of this summary is to guide your reading of the text – it is not intended to be a comprehensive overview of the content. Exemplary Leaders practice these 5 things:

1. Model the way 2. Inspire a shared Vision 3. Challenge the Process 4. Enable others to act 5. Encourage the heart

Each Practice is supported by two commitments. Leaders are committed to the practices if they: (Kouzes and Posner, 2012, p 29) Practice Commitments Model the way

• Clarify values by finding your voice and affirming shared ideals • Set the example by aligning actions with shared values

Inspire a shared vision

• Envision the future by imagining exciting and ennobling possibilities

• Enlist others in a common vision by appealing to shared aspirations

Challenge the process

• Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve • Experiment and take risks by constantly generating small wins and learning from experience

Enable others to act

• Foster collaboration by building trust and facilitating relationships • Strengthen others by increasing self- determination and developing competence

Encourage the heart

• Recognise contributions by showing appreciation for individual excellence • Celebrate the values and victories by creating a spirit of community

Each practice is demonstrated through behaviours – there are 6 behaviours for each of the 5 practices (i.e. 30 in total) Practice & Commitments Behaviours relating to the Practice-

MODEL THE WAY 1. Clarify values by finding your voice and

affirming shared ideals 2. Set the example by aligning actions with

shared values

I set a personal example of what I expect of others I spend time & energy making certain that the people I work with adhere to the principles and standards we have agreed upon I follow through on the promises and commitments that I make I ask for feedback on how my actions affect other people’s performance I build consensus around a common set of values for running our organisation I am clear about my philosophy of leadership

INSPIRE A SHARED VISION 1. Envision the future by imagining exciting

and ennobling possibilities 2. Enlist others in a common vision by

appealing to shared aspirations

I talk about future trends that will influence how our work gets done I describe a compelling image of what our future could be like I appeal to others to share an exciting dream of the future I show others how their long term interests can be realised by enlisting a common vision I paint the ‘big picture’ of what we aspire to accomplish I speak with genuine conviction about the higher meaning and purpose of our work

CHALLENGE THE PROCESS 1. Search for opportunities by seizing the

initiative and by looking outward 2. Experiment and take risks by constantly

generating small wins and learning from experience

I seek out challenging opportunities that test my own skills and abilities I challenge people to try out new and innovative ways to do their work I search outside the formal boundaries of my organisation for innovative ways to improve what we do I ask ‘what can we learn’ when things don’t go as expected I make certain that we set achievable goals, make concrete plans, and establish measurable milestones for the projects and programs that we work on I experiment and take risks, even when there is a chance of failure

ENABLE OTHERS TO ACT 1. Foster collaboration by building trust and

facilitating relationships 2. Strengthen others by increasing self-

determination & developing competence

I develop cooperative relationships among the people I work with I actively listen to diverse points of view I treat others with dignity and respect I support the decisions that people make on their own I give people a great deal of freedom and choice about how they do their work I ensure that people grow in their jobs by learning new skills and developing themselves

ENCOURAGE THE HEART 1. Recognise contributions by showing

appreciation for individual excellence 2. Celebrate the values and victories by

creating a spirit of community

I praise people for a job well done I make it a point to let people know about my confidence in their abilities I make sure that people are creatively rewarded for their contributions to the success of our projects I publicly recognise people who exemplify commitment to shared values I find ways to celebrate accomplishments I give the members of the team lots of appreciation and support for their contributions