The Leadership Challenge (Kouzes & Posner)
The Five Practices of Exemplary Leadership framework developed by James M. Kouzes and Barry Z. Posner, based on 40+ years of research analyzing personal-best leadership case studies. Identifies five practices leaders exhibit at their best, supported by Ten Commitments and measured by the Leadership Practices Inventory (LPI). 7th edition (2023), over 3 million copies sold, translated into 20+ languages.
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Framework Domains (5)
Challenge the Process
Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization, experiment, and take risks. They accept mistakes and failures as learning opportunities.
| Code | Title |
|---|---|
| TLC-3.1 | Search for Opportunities by seizing initiative and looking outward for innovative improvements |
| TLC-3.1.1 | Seize the Initiative — take proactive steps to make something meaningful happen |
| TLC-3.1.2 | Exercise Outsight — look outside organizational boundaries for innovative ideas and best practices |
| TLC-3.1.L1 | Seeks out challenging opportunities that test skills and abilities |
| TLC-3.1.L2 | Challenges people to try out new and innovative ways to do their work |
| TLC-3.1.L3 | Takes initiative in anticipating and responding to change |
| TLC-3.2 | Experiment and Take Risks by generating small wins and learning from experience |
| TLC-3.2.1 | Generate Small Wins — break large initiatives into achievable steps that build confidence |
| TLC-3.2.2 | Learn from Experience — adopt a growth mindset, treat mistakes as learning opportunities |
| TLC-3.2.L1 | Searches outside formal boundaries for innovative ways to improve |
| TLC-3.2.L2 | Asks what can we learn when things do not go as expected |
| TLC-3.2.L3 | Identifies measurable milestones that keep projects moving forward |
Enable Others to Act
Leaders foster collaboration and build spirited teams. They actively involve others, strive to create an atmosphere of trust and human dignity, and strengthen others by making each person feel capable and powerful.
| Code | Title |
|---|---|
| TLC-4.1 | Foster Collaboration by building trust and facilitating relationships |
| TLC-4.1.1 | Create a Climate of Trust — establish mutual trust through openness, transparency, and consistency |
| TLC-4.1.2 | Facilitate Relationships — promote cooperative goals, break down silos, build teamwork |
| TLC-4.1.L1 | Develops cooperative relationships among the people worked with |
| TLC-4.1.L2 | Actively listens to diverse points of view |
| TLC-4.1.L3 | Treats others with dignity and respect |
| TLC-4.2 | Strengthen Others by increasing self-determination and developing competence |
| TLC-4.2.1 | Enhance Self-Determination — give people autonomy and choice in how tasks are accomplished |
| TLC-4.2.2 | Develop Competence — build knowledge and skills through coaching, mentoring, and development |
| TLC-4.2.L1 | Gives people a great deal of freedom and choice in deciding how to do their work |
| TLC-4.2.L2 | Ensures that people grow in their jobs by learning new skills |
| TLC-4.2.L3 | Involves people in the decisions that directly affect their job performance |
Encourage the Heart
Leaders recognize contributions that individuals make. They celebrate accomplishments, make people feel like heroes, show appreciation for individual excellence, and create a spirit of community by linking recognition to organizational values.
| Code | Title |
|---|---|
| TLC-5.1 | Recognize Contributions by showing appreciation for individual excellence |
| TLC-5.1.1 | Expect the Best — set high expectations and communicate confidence in people's abilities |
| TLC-5.1.2 | Personalize Recognition — tailor recognition to be meaningful and connect to organizational values |
| TLC-5.1.L1 | Praises people for a job well done |
| TLC-5.1.L2 | Lets people know about confidence in their abilities |
| TLC-5.1.L3 | Ensures people are creatively recognized for their contributions |
| TLC-5.2 | Celebrate the Values and Victories by creating a spirit of community |
| TLC-5.2.1 | Create a Spirit of Community — build belonging, shared identity, and team rituals |
| TLC-5.2.2 | Be Personally Involved — participate in recognition events, demonstrate genuine care |
| TLC-5.2.L1 | Publicly recognizes people who exemplify commitment to shared values |
| TLC-5.2.L2 | Tells stories of encouragement about the good work of others |
| TLC-5.2.L3 | Gets personally involved in recognizing people and celebrating accomplishments |
Inspire a Shared Vision
Leaders envision the future and create an ideal image of what the organization can become. Through magnetism and persuasion, they enlist others in their dreams and show how mutual interests can be met through commitment to a common purpose.
| Code | Title |
|---|---|
| TLC-2.1 | Envision the Future by imagining exciting and ennobling possibilities |
| TLC-2.1.1 | Imagine the Possibilities — engage in strategic foresight about trends affecting the organization |
| TLC-2.1.2 | Find a Common Purpose — discover what is meaningful to others and weave human needs into a collective vision |
| TLC-2.1.L1 | Talks about future trends that will influence how work gets done |
| TLC-2.1.L2 | Describes a compelling image of what the future could be like |
| TLC-2.1.L3 | Shows others how their long-term interests can be realized by enlisting in a common vision |
| TLC-2.2 | Enlist Others in a common vision by appealing to shared aspirations |
| TLC-2.2.1 | Appeal to Common Ideals — connect to fundamental values, hopes, and dreams |
| TLC-2.2.2 | Animate the Vision — use symbolic language, metaphors, and stories to bring the vision to life |
| TLC-2.2.L1 | Appeals to others to share an exciting dream of the future |
| TLC-2.2.L2 | Paints the big picture of what is aspired to accomplish |
| TLC-2.2.L3 | Speaks with genuine conviction about the higher meaning and purpose of work |
Model the Way
Leaders establish principles concerning how people should be treated and goals pursued. They create standards of excellence and set the example for others to follow, demonstrating alignment between words and deeds.
| Code | Title |
|---|---|
| TLC-1.1 | Clarify Values by finding your voice and affirming shared values |
| TLC-1.1.1 | Find Your Voice — explore inner self to discover true values and articulate a personal leadership philosophy |
| TLC-1.1.2 | Affirm Shared Values — engage others in dialogue to build consensus around common values |
| TLC-1.1.L1 | Sets a personal example of what is expected of others |
| TLC-1.1.L2 | Makes certain that people adhere to agreed principles and standards |
| TLC-1.1.L3 | Follows through on promises and commitments |
| TLC-1.2 | Set the Example by aligning actions with shared values |
| TLC-1.2.1 | Personify the Shared Values — demonstrate through daily actions deep commitment to espoused beliefs |
| TLC-1.2.2 | Teach Others to Model the Values — help others understand and practice shared values |
| TLC-1.2.L1 | Builds consensus around a common set of values for the organization |
| TLC-1.2.L2 | Asks for feedback on how personal actions affect others' performance |
| TLC-1.2.L3 | Has a clear philosophy of leadership that guides actions and decisions |
Maps to 27 other frameworks
Frequently Asked Questions
What is The Leadership Challenge (Kouzes & Posner)?
The Leadership Challenge (Kouzes & Posner) is a compliance framework from International with 5 domains and 60 controls. The Five Practices of Exemplary Leadership framework developed by James M. Kouzes and Barry Z. Posner, based on 40+ years of research analyzing personal-best leadership case studies. Identifies five practices leaders exhibit at their best, supported by Ten Commitments and measured by the Leadership Practices Inventory (LPI). 7th edition (2023), over 3 million copies sold, translated into 20+ languages. It is used by organisations to establish and maintain compliance with industry standards and regulatory requirements.
How many controls does The Leadership Challenge (Kouzes & Posner) have?
The Leadership Challenge (Kouzes & Posner) has 60 controls organised across 5 domains. The largest domains are Challenge the Process (12 controls), Enable Others to Act (12 controls), Encourage the Heart (12 controls). Each control defines specific requirements that organisations must implement to achieve compliance.
What frameworks does The Leadership Challenge (Kouzes & Posner) map to?
The Leadership Challenge (Kouzes & Posner) maps to 27 other compliance frameworks. The top mapping partners are LEADS in a Caring Environment (38% coverage), ICN Leadership for Change Programme (20% coverage), NHS Healthcare Leadership Model (18% coverage). Use our comparison tool to explore control-level mappings between frameworks.
How do I get started with The Leadership Challenge (Kouzes & Posner) compliance?
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