Leadership practices that contrasts with the 5 exemplary practices defined by Kouzes and Posner

As identified and described by Kouzes and Posner about the engagement of leaders in five leadership practices, I agree that these five practices have pushed an organization to a different level from ground level to tip of the torch. But, there are some leadership practices that contrasts with the mentioned five exemplary leadership practices which have pulled an organization from tip of the torch to ground level as well.

1. Model the way with Command

When leaders try to lead team members by commands, rather than leading team by setting examples, leadership fails. Most leaders give voices on how one should take an ownership of things they believe in but fails to set an example on their own.

I can relate this with my past experience when I was working in an IT company. The team leader gave a voice to change our software development model from traditional way to Agile- Scrum. All agreed to follow the new model, but the leader himself did not follow the model which failed to prove his commitment. Lots of issues were faced by the whole team and organization, when he failed to lead the team.

2. Inspire a Shared Vision with Formal Power Leaders

Most leaders lack in sharing a vision. The leaders with formal power and who are in title might not share a vision with the team members. (Huffman, 2000) stated that a leader without a vision cannot make effective decisions, targets and visions to achieve future goals.

3. Challenge the Process Over Peoples Feeling

Leaders love challenges that gives him/her the opportunities to test own skills and knowledge and also bring challenges to the people (Garity, 2011). There was a condition in one of the organization I used to work, where, leader took a challenge in order to test his abilities and skills to manipulate and motivate people. The leader played with the psychological feelings which resulted into drastic turnover in an organization within a week.

In most of the IT companies who are working on agile software development model, one of the core manifesto is “Individuals and Interactions OVER Processes and Tools”. This means the value of individuals and interactions (people and communications) is more than the value of processes and tools (The Agile Coach on ‘Individuals and interactions over processes and tools’ ) . Which defines that leaders who plays more with challenging processes forgets the value of individuals which results into leadership failure.

4. Enable others to Act with Fear

Good leaders always support with the decisions made by the people and gives freedom to work on their own (Garity, 2011, pp. 64–65). But, there are leaders who fears to get overtaken by other individuals or members and stop people from making their own decisions and working on their own. Most of the people find this as an order or threats to them.

5. Encourage the Heart with public shaming

Leaders who cannot appreciate people when jobs are done well (mistaken by people) will always end up making people demotivated and frustrated towards their work life. From my experience, once a team leader passed bad comments publicly to a developer who made minor mistake in the project, which resulted into staff turnover.


Garity, T. C. (2011). Correlation between transformational leadership practices of teachers and administrators of a large suburban newly established high school . Lincoln Memorial University.

Huffman, J. B. (2000). Creating communities of learners . New Orleans, LA : American Educational Research Association .

The Agile Coach on ‘Individuals and interactions over processes and tools’ . (n.d.). Retrieved from VersionOne Blog : https://blog.versionone.com/the-agile-coach-on-individuals-and-interactions-over-processes-and-tools/