The Five Practices of Exemplary Leadership
Being a great leader means more than just having people follow you. Kouzes and Posner (2008) point out 5 things that leaders can do that will put them above the rest, model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. 
Model the way
The practice of modeling the way is states that exemplary leaders lead by example. “Leaders’ deeds are far more important than their words when determining how serious they really are about what they do” (Kouzes, et al., 2008, p. 27). If a leader desires for others to follow, he must be willing to not only lead the way, but to do some of the dirty work that gets them the team there. A leader is always being watched. Therefore, an exemplary leader will not only recognize that but make sure that, on all levels, they are acting with integrity, excellence and honor (Skovira, 2006).
Inspire a shared vision
Inspiring a shared vision means that leaders not only know the big picture of what their organization seeks to accomplish but knows how to pull everyone into that vision so that they can own the vision as well. Strait (2006) notes that vision helps “define a scope, that provides specific goals, objectives, assumptions, and constraints that will enable this vision to be realized” (p.42). Scripture points out that “where there is no vision, the people perish” (Proverbs 29:18, King James Version). Having a vision is important but unless the leader can transfer that vision to his followers, the vision will be lost.
Challenge the process
Exemplary leaders know the importance of thinking outside the box. To challenge the process means a leader is always looking for “opportunities to innovate, grow, and improve” (Kouzes, et al., 2008, p. 29). They are not satisfied with the status quo but are willing be innovative in their approach and practice. Bossink (2007) notes that “a manager who wants to guide and steer the sustainable innovation processes has to be, or become, an innovation manager with substantial leadership competence” (p. 135).
Enable others to act
Leaders must not act alone. They must be willing to surround themselves with a team of people who can get the job done. Kouzes, et al. (2008), point out that “leaders enable others to act not by hoarding the power they have but by giving it away” (p. 31). Exemplary leaders are able to inspire others without acting like dictators to do so (Hickman & Murphy, 2006).
Encourage the heart
“It’s part of the leader’s job to show appreciation for people’s contributions and to create a culture of celebration” (Kouzes, et al., 2008, p. 32). People we are leading not only want to know they are contributing but need to know they are valuable pieces to the puzzle. Research has shown that those in military leadership gain the trust of their subordinates by showing concern for who they are and by acknowledging the skills they possess (Sweeney, Thomson, & Blanton, 2009).
References:
Bossink, B. A. G., (2007). Leadership for sustainable innovation. International Journal of
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Hickman, J. L., and Murphy, B., (2006). Strategies for developing leadership for new
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Kouzes, J. M. & Posner, B. Z. (2008). The five practices of exemplary leadership. In J. V.
Gallos (Ed.), Business leadership (2nd ed.) (pp. 26-34). San Francisco: Jossey-Bass.
Skovira, R. J., (2006). An ethical ecology of a corporate leader: Modeling the ethical frame of
corporate leadership. Interdisciplinary Journal of Information, Knowledge, and
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Strait, C. L. (2006). It’s all in the technique. Information Management Journal, 40, 41-46.
Sweeney, P. J., Thompson, V., and Blanton, H., (2009). Trust and influence in combat: an
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