1.
Book Introduction
In 1983, the authors began conducting their
research to analyze thousands of personal best
leadership experiences. They forged those
practices into a model of leadership and boiled it
down to the essentials that every leader must
practice to achieve success

2.
What is leadership
“leadership is the art of mobilizing
others to want to struggle for shared
aspiration”.
kouzes and posner

3.
5 Practices of Exemplary
Leadership
 Model the Way
 Inspire a Shared Vision
 Challenge the Process
 Enable Others to Act
 Encourage the Heart

4.
Model the Way
 find your voice by clarifying your personal
values.
 set the example by aligning actions with
shared values.

5.
Inspire a shared vision
 Envision the future by imagining exciting and
ennobling possibilities
 Enlist others in a common vision by appealing to
shared aspirations.

6.
Challenge the Process
 Search for Opportunities by seeking innovative ways
to change, grow and improve.
 Experiments and take risks by constantly generating
small wins and learning from mistakes.

7.
Enable Others to Act
 Foster collaboration by promoting cooperative goals
and building trust.
 strengthen other by sharing power and discretion.

8.
Encourage the Heart
 Recognize contributions by showing appreciation for
individual excellence.
 celebrate the values and victories by creating a spirit of
community

9.
CREDIBILITY IS THE
FOUNDATION OF LEADERSHIP
What leaders say they do is one thing; what
constituents say they want from leaders and
how well leaders meet those expectations is
another

10.
Attributes that making a leader
credible
The authors administered a questionnaire to more
than 75,000 people throughout the world, asking
what qualities in a leader would inspire them to
follow willingly and more than 60% people vote for
a leader who has the following attributes
 Honest
 Forward-looking
 Inspiring
 Competent

11.
Attributes that making a leader
credible
These four characteristics are intimately bound
up with the Five Practices of Exemplary
Leadership. For example, you cannot Model the
Way without being honest. You can't Inspire a
Shared Vision without being forward-looking
and inspiring. Being competent allows you both
to Challenge the Process and to Enable Others to
Act.

12.
Honesty
 rose to the top of the list and emerged as the
single most important characteristic people
look for in leaders.
 Whether people follow a leader into battle or
into the boardroom, they insist that he or she
be truthful, ethical, and principled
 Honesty is strongly tied to values and ethics

13.
Forward-looking
 more than 70 percent of respondents ranked
this attribute high on the list
 People want leaders to have a sense of
direction and a concern for the future of the
organization
 A good leader has a clear destination in mind
for the company.

14.
Inspiring
 People expect their leaders to be enthusiastic,
energetic, and positive about the future.
 Inspiring leaders breathe life into people's
dreams and aspirations, making them much
more willing to sign on for the duration

15.
Competence
 This refers to the leader's track record of
getting things done.
 people demand a basic level of understanding
of the fundamentals of the industry, market, or
professional service environment.
 What's most important is that the leader take
the time to learn the business and to know the
current operation

16.
Conclusion
“Leadership is not the private reserve of a few
charismatic men and women. it is a process
ordinary people use when they are bringing
forth the best from themselves and others.
when the leader in everyone is liberated
extraordinary things happen”.
James Kouzes & Barry posner