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MBA 530 Milestone One Guidelines and Rubric
Overview
For this assignment, you will be taking a more thorough look into your leadership self-assessment results that you reflected on in Module One. This assignment will help in the creation of your personal development plan, which will be submitted in Module Six.
Scenario
You work as a director of leadership and learning for an organization that makes prosthetics. The organization has been in business since 1999 and employs over 350 people in its Tampa, Florida, headquarters and three plant locations across the Southwest. While the business is currently based in the United States, the organization is exploring ways to move into Canadian markets within the next three years. This year’s employee engagement survey results for the organization show that some leadership practices were rated lower, while some practices were rated higher. The new chief human resources officer (CHRO) met with the team to discuss the general results. Everyone agrees that the company’s focus should be on both specific leadership development areas perceived as strengths and on those rated as areas for improvement, primarily regarding social intelligence, emotional intelligence, and the interpersonal skills of effective leaders.
To help this initiative, your manager, the vice president of leadership and learning, asked you to create an adaptive leadership toolkit that can be used throughout the organization. To begin this work, you conducted a personal leadership self-assessment, and now you will be taking a closer look at these results to produce a self-assessment report. You plan on exploring how this self-assessment would make a beneficial contribution to a personal development plan and adaptive leadership toolkit, which will help to resolve the leadership challenges the organization is currently facing.
Prompt
For this assignment, refer to your results from your self-assessment and use the
LPI Self Percentile Ranking
to determine where each of your five leadership behaviors rank.
Leadership Behaviors
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
For further information on each of the five leadership behaviors and their two commitments, please refer to The
Ten Commitments of Exemplary Leadership
.
Self-assessment: In this part of your report, you will use the results from your self-assessment to identify leadership behaviors where you ranked highest and where you ranked lowest, and begin thinking about how this information impacts your ability to lead. This work will help to inform your personal development plan, which you will create in Module Six.
Identify the leadership behavior in which you ranked lowest and define what this behavior means to you.
For the leadership behavior in which you ranked lowest, describe the importance of developing this area to improve skills related to leading others.
MBA 530 GROW Model Template
Name: [Insert text.]
Date: [Insert text.]
Identified Trends
1.
The first noticeable trend is the decrease in Job satisfaction levels over the
four years. In particular, the results showed that employees were less satisfied each year
with their job, the way supervisors appreciated their work, and their pay. Additionally,
they were less proud to be part of the company each year over the past four years.
2.
Secondly, there was a decrease in the percentage of employees who felt
they were being recognized and praised for their efforts each year over the four years.
Specifically, the percentage of employees who felt they were being recognized based on
merit and those who felt that their work gave them a sense of accomplishment decreased
over the four years.
3.
The third noticeable trend was the decrease in employees who felt they
were being recognized and rewarded for their excellent performances. Specifically, over
the four years, the percentage of employees who reported that their excellent performance
was recognized and rewarded by the company decreased yearly.
Even though the survey included several focus areas, some of the focus areas
impacted others. Specifically, reward and recognition, recognition and praise, and
training and development can impact employees’ job satisfaction levels. For instance,
good working conditions and the ability of managers to recognize and reward bestperforming employees can boost morale and result in higher job satisfaction levels.
Employee Survey Results Data
Figure 1
Job satisfaction levels over the four years
Job satisfaction
90
80
% favorable results
70
60
50
40
30
20
10
0
My job makes
I am very
My supervisor
My pay is
good use of my satisfied with
shows
competitive
skills and
my job
appreciation for with others
abilities
the work that I places that I
do
could work
Current Year
Two Years Ago
I am proud to
be a part of this
company
Four Years Ago
Figure 2
Percentage of employees who felt they were being recognized and praised for their
effort
Percent Favorable results
Recognition and praise
60
50
40
30
20
10
0
Current Year
Two Years Ago
Four Years Ago
Axis Title
Recognizes employees based on merit, i.e., accomplishments, successes.
I feel encouraged to come up with new and better ways of doing things
My work gives me a sense of personal accomplishment
Figure 3
Percentage of employees who felt they were being recognized and rewarded for their
effort
Focus Areas
1.
Job satisfaction is the first focus area that should be improved to improve
the company’s performance. In particular, as pointed out above, job satisfaction levels
have dropped over the four years. A decrease in employees’ job satisfaction levels results
in high turnover rates and poor performance, affecting the company’s financial
performance (Huang, 2020) . For this reason, the company needs to adopt strategies that
will improve job satisfaction rates.
2.
The second focus area is recognition and praise. The need to improve this
focus area is because the trend of the percentage of employees who feel they are being
recognized and praised for their work has been downward over the four years.
Additionally, when employees feel they are not being praised for their excellent
performance, they are likely to have low job satisfaction levels.
3.
The third focus area that needs improvement is the reward and recognition
focus area. Improvements are needed because the percentage of employees who reported
that they feel their excellent work is recognized and rewards dropped over the four years.
The decrease in the percentage of employees who are happy with how the company
recognizes and rewards their excellent performance is a cause for concern. In particular,
this focus area impacts employees’ job satisfaction levels and the company’s overall
performance.
Reality—Current State
1.
Currently, employees’ job satisfaction levels are at their lowest compared
to four years ago. In particular, employees feel that their pay no longer gives them the
level of satisfaction it did four years ago, and a significant number of employees are not
proud to be part of the company. If the trend continues, the impact on the survey results
would be significantly low job satisfaction levels and high turnover rates (Huang, 2020).
2.
Over the four years in which the survey was conducted, the lowest results
relating to the percentage of employees who feel recognized and rewarded for their effort
were reported in the current year. If the decreasing number of employees who feel they
are being recognized and praised for their good performance persists, then job
satisfaction levels are likelier to decrease over time. Job satisfaction levels will decrease
because of low morale caused by employees feeling less appreciated by the company for
their excellent performance (Spector, 2022).
3.
Over the four years in which the survey was conducted, the current year
had the lowest percentage of employees who felt that they were being recognized and
rewarded for their excellent job. The potential impact of the results is a decrease in
employees’ job satisfaction levels (Spector, 2022). In particular, as more employees feel
that their work is not receiving the recognition it deserves, they will be less happy to
work for the company, contributing to low satisfaction levels.
Desired Future State—Where Would You Like to Be?
1.
The first goal is to improve job satisfaction levels by 10% over the next
two years. The impact of improved job satisfaction is improved performance.
Additionally, turnover rates will decrease due to more employees becoming proud to
work for the company (Sell & Cleal, 2011).
2.
The second goal encompasses increasing by 10% the percentage of
employees who feel their excellent performance is being recognized and praised. In so
doing, job satisfaction levels are expected to rise, resulting in low turnover rates (Sell &
Cleal, 2011).
3.
The third goal is to increase the percentage of employees who feel their
excellent performance will be recognized and rewarded by the company by 10%.
Appreciating and rewarding employees for their excellent performance will encourage
them to perform better or to maintain good performances, thus enabling the company to
attain its goals.
Identified Gaps—Obstacles
1. [Insert text.]
2. [Insert text.]
3. [Insert text.]
Goal Revision
1. [Insert text.]
2. [Insert text.]
3. [Insert text.]
A Way Forward—Action
1. [Insert text.]
2. [Insert text.]
3. [Insert text.]
References
Huang, W.-R. (2020). Job training satisfaction, job satisfaction, and job performance.
Career Development and Job Satisfaction.
https://doi.org/10.5772/intechopen.89117
Sell, L., & Cleal, B. (2011). Job satisfaction, work environment, and rewards:
Motivational theory revisited. LABOUR, 25(1), 1–23.
https://doi.org/10.1111/j.1467-9914.2010.00496.x
Spector, P. E. (2022). Job satisfaction: From assessment to intervention. Routledge.
EMPLOYEE SATISFACTION SURVEY
SURVEY QUESTIONS
Constantly strives to provide value to our clients and customers
My company cares about its employees
My company cares about its customers
I believe the company mission and vision drive the decisions that are made
My job makes good use of my skills and abilities
I am very satisfied with my job
My supervisor shows appreciation for the work that I do
My pay is competitive with others places that I could work
I am proud to be a part of this company
I am proud to tell my friends and family that I work here
Recognizes employees based on merit, i.e., accomplishments, successes.
I feel encouraged to come up with new and better ways of doing things
My work gives me a sense of personal accomplishment
When people work extra hard to meet our goals they are rewarded accordingly
My Supervisor takes the time to praise those who do an excellent job
I have received the training I need to perform my job responsibilities
My Supervisor talks with me to help me determine my training and development goals.
Maintains working conditions that are safe
Maintains working conditions that are clean and orderly
Respects the dignity and diversity of all employees
Committed to helping employees fulfill their family and other responsibilities
Provides leadership who act in just and ethical ways
Provides employees with a sense of fulfillment and purpose in their jobs
Provides employees with a sense of security in their jobs
Provides employees with fair compensation
Promotes an environment in which employees feel free to make suggestions and complaints
Provides an inclusive environment where each employee is considered as an individual
I have the tools and resources to do my job well
In my job I have clearly defined quality goals
When I am having difficulty my Supervisor is there to support me so I do not feel abandoned
My Supervisor gives me useful information on how I can improve my job performance
My Supervisor lets me know where I stand and what is expected of me
I trust my supervisor
SFACTION SURVEY RESULTS
PERCENT FAVORABLE RESULTS
FOCUS AREA
CLIENT/CUSTOMER
COMPANY & STRATEGY
COMPANY & STRATEGY
COMPANY & STRATEGY
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
RECOGNITION & PRAISE
RECOGNITION & PRAISE
RECOGNITION & PRAISE
REWARD & RECOGNITION
REWARD & RECOGNITION
TRAINING & DEVELOPMENT
TRAINING & DEVELOPMENT
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
Current Year
Two Years Ago
Four Years Ago
90
60
75
60
43
35
38
75
70
80
46
35
38
31
35
66
25
78
80
75
76
35
77
43
75
37
36
76
80
35
38
36
24
89
70
74
65
52
41
48
77
72
81
49
40
42
35
39
70
28
80
82
76
73
45
80
44
76
41
40
77
80
38
41
39
33
91
75
76
71
59
48
55
76
79
80
52
43
44
40
44
68
33
80
82
75
68
53
80
47
75
44
41
76
77
44
44
42
39
1.12%
-14.29%
1.35%
-7.69%
-17.31%
-14.63%
-20.83%
-2.60%
-2.78%
-1.23%
-6.12%
-12.50%
-9.52%
-11.43%
-10.26%
-5.71%
-10.71%
-2.50%
-2.44%
-1.32%
4.11%
-22.22%
-3.75%
-2.27%
-1.32%
-9.76%
-10.00%
-1.30%
0.00%
-7.89%
-7.32%
-7.69%
-27.27%
90
80
70
60
50
40
30
20
10
0
My job makes
I am very
My supervisor
My pay is
I am proud to be
good use of my satisfied with my
shows
competitive with a part of this
skills and
job
appreciation for others places
company
abilities
the work that I that I could work
do
Axis Title
Current Year
Two Years Ago
Four Years Ago
Recognition and praise
Percent Favorable results
-2.20%
-6.67%
-2.63%
-8.45%
-11.86%
-14.58%
-12.73%
1.32%
-8.86%
1.25%
-5.77%
-6.98%
-4.55%
-12.50%
-11.36%
2.94%
-15.15%
0.00%
0.00%
1.33%
7.35%
-15.09%
0.00%
-6.38%
1.33%
-6.82%
-2.44%
1.32%
3.90%
-13.64%
-6.82%
-7.14%
-15.38%
% favorable results
Job satisfaction
60
50
40
30
20
10
0
Current Year
Two Years Ago
Four Years Ago
Axis Title
Recognizes employees based on merit, i.e., accomplishments, successes.
I feel encouraged to come up with new and better ways of doing things
My work gives me a sense of personal accomplishment
Reward & Recognition
Four Years Ago
Four Years Ago
Two Years Ago
Current Year
0
5
10
15
20
25
30
35
40
My Supervisor takes the time to praise those who do an excellent job
When people work extra hard to meet our goals they are rewarded accordingly
45
Four Years Ago
45
LPI Self-Assessment-Reviewing Your Scores
6/2/24, 6:30 AM
Kouzes and Posner LPI Self-Assessment-Reviewing Your Scores
This celebrated instrument approaches leadership as a measurable, learnable, and teachable set of
behaviors. The LPI Self helps individuals measure their leadership competencies, while guiding them through
the process of applying Kouzes and Posner’s acclaimed Five Practices of Exemplary Leadership model to
real-life organizational challenges.
Make the Most of Your LPI Feedback
This probably doesn’t come as any surprise to you, but there’s no such thing as instant leadership-or instant
expertise of any kind. Those who are the very best at anything become that because they had a strong desire
to excel, a belief that new skills and abilities can be learned, and a willing devotion to deliberate practice and
continuous learning. What truly differentiates the expert performers from the good performers is hours of
practice. Deliberate practice. The best leaders work at becoming the best, and it doesn’t happen over a
weekend.
Those who are the best at leading are also the best at learning. Exemplary leaders don’t rest on their laurels or
rely on their natural talents; instead, they continually do more to improve themselves. So if you want to be
the best you can be, you need to become a great learner.
Here are some tips on how you can get the most learning out of the LPI process:
Accept the feedback as a gift. Feedback may not come wrapped in a package with a bow, but it’s still
one of the most valuable gifts you’ll ever receive. Why? Because we know from our research that
leaders who are the most open to feedback are far more effective than leaders who resist hearing other
people’s perspectives on their behaviors.
Take the feedback seriously. You might wonder, “Will it really make a difference if I increase the
frequency of the behaviors measured by the LPI?” It will. Research consistently shows the same
results: The more frequently you demonstrate the behaviors included in the LPI, the more likely you
will be seen as an effective leader.
Value the difference in your observers’ perspectives. You’re a multi- dimensional person, and your
feedback ought to be multi-dimensional as well. You work with people from a variety of backgrounds
and from a variety of functions and organizations. Feedback from these multiple perspectives helps you
see how you lead across groups and situations. The feedback from each observer helps you build a
more complete picture of how effective you are a leader.
Plan now to retake the LPI. Great leaders continually set goals and seek feedback. The LPI gives you a
snapshot in time. It is a beginning point from which to move forward. To heighten your focus and
practice with great purpose, decide now that you will retake the instrument within a specific period of
time-we recommend between six and nine months-to see how you are doing and identify new priorities
for your practice.
Why You Can Trust the Feedback
When we developed the LPI, we conducted several tests to ensure that the instrument had sound
https://education.wiley.com/content/Custom_Lewis_Organizational_Chan…U/media/simulations/course_level/LPI_Self_Reviewing_Your_Scores.html
Page 1 of 3
LPI Self-Assessment-Reviewing Your Scores
6/2/24, 6:30 AM
psychometric properties. Our own, as well as independent studies, consistently confirm that the LPI has very
strong reliability and validity. Reliability means that the six statement pertaining to each leadership practice
are highly correlated with one another.
Test/re-test is also high. This means that scores from one administration of the LPI to another within a short
time span (a few days or even months) and without any significant intervening event (such as a leadership
training program) are consistent and stable.
The LPI has both face validity and predictive validity. “Face validity” means that the results make sense to
people. “Predictive validity” means that the results are significantly correlated with various performance
measures and can be used to make predictions about leadership effectiveness.
The Ten Commitments of Exemplary Leadership
MODEL THE WAY
Clarify values by finding your voice and affirming shared values.
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 consistently 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
Recognize contributions by showing appreciation for individual excellence.
Celebrate values and victories by creating a spirit of community.
First Impressions
KEEP IN MIND WHEN REVIEWING YOUR LPI REPORT:
There is no such thing as a “bad” score, or even a “good” score. The LPI scores are a snapshot-an
objective, current view of your leadership behaviors. They are not “grades” but opportunities for you to
https://education.wiley.com/content/Custom_Lewis_Organizational_Chan…U/media/simulations/course_level/LPI_Self_Reviewing_Your_Scores.html
Page 2 of 3
LPI Self-Assessment-Reviewing Your Scores
6/2/24, 6:30 AM
become more comfortable and skillful as a leader.
Look for messages in the data, not scores. You may be receiving feedback from your manager, your
direct reports, your peers, and others with whom you interact. It’s easy to get lost in all the numbers.
But don’t let the data overwhelm you. Ask yourself, “What are people trying to tell me about my
leadership behaviors?” “Where do I see consistencies and inconsistencies?” “Where are the patterns
that shape how others see my leadership?” Treat the LPI feedback not as a report card, but as valid and
useful information that you can use to become a better leader.
Take personal ownership of the scores instead of thinking up excuses for your observers’ ratings.
Remember that the purpose of this assessment is to identify what you can do to become a better leader.
Remember that the observers are referred to by letters and numbers instead of by name so they remain
anonymous. Do not waste your time attempting to figure out who D1 or C3 might be. It does not
matter, and you are likely to be incorrect anyway. Instead, concentrate on the messages.
Do not be surprised if one observer rates you significantly lower in most if not all of the practices. You
do not interact with everyone equally; the lower rating usually indicates that that observer does not see
you engaging in the practice behaviors very frequently. You might have to think about and create new
ways to ensure your leadership is more visible.
https://education.wiley.com/content/Custom_Lewis_Organizational_Chan…U/media/simulations/course_level/LPI_Self_Reviewing_Your_Scores.html
Page 3 of 3
EMPLOYEE SATISFACTION SURVEY
SURVEY QUESTIONS
Constantly strives to provide value to our clients and customers
My company cares about its employees
My company cares about its customers
I believe the company mission and vision drive the decisions that are made
My job makes good use of my skills and abilities
I am very satisfied with my job
My supervisor shows appreciation for the work that I do
My pay is competitive with others places that I could work
I am proud to be a part of this company
I am proud to tell my friends and family that I work here
Recognizes employees based on merit, i.e., accomplishments, successes.
I feel encouraged to come up with new and better ways of doing things
My work gives me a sense of personal accomplishment
When people work extra hard to meet our goals they are rewarded accordingly
My Supervisor takes the time to praise those who do an excellent job
I have received the training I need to perform my job responsibilities
My Supervisor talks with me to help me determine my training and development goals.
Maintains working conditions that are safe
Maintains working conditions that are clean and orderly
Respects the dignity and diversity of all employees
Committed to helping employees fulfill their family and other responsibilities
Provides leadership who act in just and ethical ways
Provides employees with a sense of fulfillment and purpose in their jobs
Provides employees with a sense of security in their jobs
Provides employees with fair compensation
Promotes an environment in which employees feel free to make suggestions and complaints
Provides an inclusive environment where each employee is considered as an individual
I have the tools and resources to do my job well
In my job I have clearly defined quality goals
When I am having difficulty my Supervisor is there to support me so I do not feel abandoned
My Supervisor gives me useful information on how I can improve my job performance
My Supervisor lets me know where I stand and what is expected of me
I trust my supervisor
SFACTION SURVEY RESULTS
PERCENT FAVORABLE RESULTS
FOCUS AREA
CLIENT/CUSTOMER
COMPANY & STRATEGY
COMPANY & STRATEGY
COMPANY & STRATEGY
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
RECOGNITION & PRAISE
RECOGNITION & PRAISE
RECOGNITION & PRAISE
REWARD & RECOGNITION
REWARD & RECOGNITION
TRAINING & DEVELOPMENT
TRAINING & DEVELOPMENT
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
Current Year
Two Years Ago
Four Years Ago
90
60
75
60
43
35
38
75
70
80
46
35
38
31
35
66
25
78
80
75
76
35
77
43
75
37
36
76
80
35
38
36
24
89
70
74
65
52
41
48
77
72
81
49
40
42
35
39
70
28
80
82
76
73
45
80
44
76
41
40
77
80
38
41
39
33
91
75
76
71
59
48
55
76
79
80
52
43
44
40
44
68
33
80
82
75
68
53
80
47
75
44
41
76
77
44
44
42
39
LPI®: Leadership Practices Inventory®
Self-Response Sheet for Hand Scoring
1- Transfer your ratings from the statements on the questionnaire to the blanks below. Please notice that
the numbers of the statements are listed from left to right. Make certain that the number you assigned
to each statement (LPI® Question) is transferred to the appropriate blank.
2- Add the scores vertically to gain a total for each column.
MODEL
THE
WAY
INSPIRE
A SHARED
VISION
1. 7
2.
5
3.
8
4.
10
5.
9
6.
7.
10
8.
10
9.
8
10.
10
11.
12. 1
13.
8
14.
9
15.
6
16.
17. 7
18.
8
19.
10
20.
10
21.
22. 9
23.
9
24.
9
25.
10
26. 10
27. 10
28.
6
29.
10
30.
10
TOTAL
TOTAL
CHALLENGE
THE
PROCESS
TOTAL
ENABLE
OTHERS
TO ACT
TOTAL
Copyright ©2018 by James M. Kouzes and Barry Z. Posner.
All Rights Reserved. Published by The Leadership Challenge, A Wiley Brand.
ENCOURAGE
THE
HEART
TOTAL
Reviewing Your Scores
Make the Most of Your LPI Feedback
This probably doesn’t come as any surprise to you, but there’s no such thing as instant
leadership-or instant expertise of any kind. Those who are the very best at anything become that
because they had a strong desire to excel, a belief that new skills and abilities can be learned,
and a willing devotion to deliberate practice and continuous learning. What truly differentiates
the expert performers from the good performers is hours of practice. Deliberate practice. The
best leaders work at becoming the best, and it doesn’t happen over a weekend.
Those who are the best at leading are also the best at learning. Exemplary leaders don’t rest on
their laurels or rely on their natural talents; instead, they continually do more to improve
themselves. So, if you want to be the best you can be, you need to become a great learner.
Here are some tips on how you can get the most learning out of the LPI process:
•
•
•
There is no such thing as a “bad” score, or even a “good” score. The LPI scores are a
snapshot-an objective, current view of your leadership behaviors. They are not “grades”
but opportunities for you to become more comfortable and skillful as a leader.
Take your assessment results seriously. You might wonder, “Will it really make a
difference if I increase the frequency of the behaviors measured by the LPI?” It will.
Research consistently shows the same results: The more frequently you demonstrate the
behaviors included in the LPI, the more likely you will be seen as an effective leader.
Plan now to retake the LPI. Great leaders continually set goals and seek feedback. The
LPI gives you a snapshot in time. It is a beginning point from which to move forward. To
heighten your focus and practice with great purpose, decide now that you will retake the
instrument within a specific period of time-we recommend between six and nine monthsto see how you are doing and identify new priorities for your practice.
Why You Can Trust the Feedback
When we developed the LPI, we conducted several tests to ensure that the instrument had sound
psychometric properties. Our own, as well as independent studies, consistently confirm that the
LPI has very strong reliability and validity. Reliability means that the six statements pertaining
to each leadership practice are highly correlated with one another.
Test/re-test is also high. This means that scores from one administration of the LPI to another
within a short time span (a few days or even months) and without any significant intervening
event (such as a leadership training program) are consistent and stable.
The LPI has both face validity and predictive validity. “Face validity” means that the results
make sense to people. “Predictive validity” means that the results are significantly correlated
with various performance measures and can be used to make predictions about leadership
effectiveness.
The Ten Commitments of Exemplary Leadership
MODEL THE WAY
•
•
Clarify values by finding your voice and affirming shared values.
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 consistently 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
•
•
Recognize contributions by showing appreciation for individual excellence.
Celebrate values and victories by creating a spirit of community.
