Leadership in the Community

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some occupational therapy theories that guide our practice. Through their examination of leadership qualities and characteristics, Kouzes and Posner discovered 5 themes that are practiced by strong leaders (Table 4-1). 33 The accompanying commitments are described in Table 2-1 on page 14. Consider how Kouzes and Posners leadership principle of inspire a shared vision33 links closely with the OA assumption of intrinsic motivation (Table 4-2). 34 For example, the occupational therapist, in seeking to motivate the recalcitrant client, takes the lead by drawing upon the shared vision of the client participating in his favorite activity of cooking. Tapping into the clients intrinsic motivation to cook links directly to the shared vision of improving (the clients) health through occupation.

Table 4-1. Kouzes and Posners Five Practices of Exemplary Leadership

Practice
Model the way

Description
This suggests that leaders actions speak louder than words. Leaders must become involved and demonstrate their commitment. Successful leaders use change and innovation.

Inspire a shared vision Challenge the process Enable others to act

Leaders must have a vision of change and must be able to eloquently share that vision with others.

Encourage the heart

This practice acknowledges that successful leadership and accomplishments are not the result of a single person. Leaders foster teamwork and encourage others to exceed their own expectations. Successful leaders know that constituents require recognition and celebration. This fosters a strong sense of community.

Adapted from Kouzes J, Posner B. The Leadership Challenge. 4th ed. San Francisco, CA: Jossey-Bass; 2007.

Table 4-2. Links Among Occupational and Leadership Theory Constructs for Community Leadership
Occupational Therapy Theories Kouzes and Posners Five Practices
Intrinsic motivation OA Model Inspire a shared vision Enable others to act

Recognition and celebration of client abilities Challenge the process

Expectations of occupational challenge Encourage the heart Enable others to act Client-centered practice

PEO Model

Adapted from Kouzes J, Posner B. The Leadership Challenge. 4th ed. San Francisco, CA: Jossey-Bass; 2007.

Maximize the fit among all constructs for the client