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Five Practices of Exemplary Leadership

Posted on | by Dan

• Review the Five Practices of Exemplary Leadership (below) and develop interviewquestions in
your own words reflecting these leadership practices. In case your interviewee is not familiar
with these practices, be prepared with additional questions to clarify the answers you are
seeking.
• Meet with a leader you respect and interview this person from the perspective of the five
practices of exemplary leadership. Ideally, you might try to find a leader working in a
position that interests you as a career.
• Due to Covid-19 safety precautions, we recommend interviewing in a video-conference
platform rather than in-person.
• If desired, record the interview for your own purpose and recall, but do not submit the
recording. Be prepared to transcribe (type out) the questions and answers word-for-word.
Do not use email or other written platforms to ask questions and receive answers.
Kouzes and Posner (2009) argue that despite differences in people’s individual stories, personal-best
leadership experiences revealed similar patterns of behavior. Keep this idea in mind as you interview
others.
Below are the Five Practices of Exemplary Leadership. Develop your own interview questions that
correspond with the 5 topics rather than copy and pasting the questions as they are written. It is not
uncommon for interviewees to not quite understand the intention of the question. Therefore, typically,
it is wise to develop a primary question for each of the Five Practices of Exemplary Leadership and be
prepared with one or more follow-up questions that help the interviewee to clarify their answer.

  1. Model the Way: Leaders establish principles concerning the way people should be treated and
    the way goals should be pursued.
    • How does the leader convey personal values to the team members?
    • How does the leader engage the team members in discussion of their values?
    • How does the leader build team agreement on shared values?
  2. Inspire a Shared Vision: Leaders envision the future, creating a uniq

Sample Solution

intricacies like power and impact shape how they can be applied to best suit what is happening a pioneer faces. Initiative Contingency based hypotheses of authority recommend that there is no right or most effective way to lead a gathering, or association, because of the critical number of limitations on a circumstance (Flinsch-Rodriguez, 2019). Fiedler, in his Contingency Theory of Leadership (Fiedler, 1967), recommends that the adequacy of a gathering is reliant upon the initiative styles of the pioneer and their favourability to the circumstance. A large part of the hypothesis is laid out around the most un-favored associate scale (LPC). The LPC means to measure a potential chiefs way to deal with an undertaking on a size of relationship persuaded to task inspired, where the pioneer fits on the scale permits what is going on to be concluded, and along these lines permits the recognizable proof of appropriate pioneers for assignments. The favourableness of the circumstance relies upon three qualities: pioneer part relations, the help and trust the pioneer as from the gathering; task structure, the lucidity of the undertaking to the pioneer; and positional power, the power the pioneer needs to survey a gatherings execution and give prizes and disciplines (Fiedler, 1967). In the event that the pioneers approach matches what is expected from going on, achievement is anticipated for the gathering. Fiedler's possibility model offers an extremely stark categorisation of administration, obviously characterizing which circumstances endlessly won't bring about progress for an expected pioneer. At the senior administration level of a hierarchal design inside an association the hypothesis can be applied unreservedly, initially because of the straightforwardness at which people can be supplanted in the event that their LPC score doesn't match that expected of the circumstance (Pettinger, 2007). Besides, and above all, is to guarantee that the senior administration are ideally suited to effectively lead the association. Be that as it may, further down the pecking order Fielder's possibility hypothesis starts to hold substantially less importance, it becomes unrealistic according to a hierarchical viewpoint because of the quantity of individuals at this degree of administration. The strategies of coordinating the pioneer with their most un-favored colleague is difficult to reliably accomplish, so a more continuum based approach is required. Figure 1: Chelladurai's Multi-Dimensional Model of Leadership (Miller and Cronin, 2012)
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