ENTREPRENEURIAL LEADERSHIP

INSPIRE A SHARED VISION

This paper is written to fulfill middle examination of
Entrepreneurial Leadership (MM5010)

Written by:
Harris Desfianto, S.T.
29113006
Harry Harsa B.P., S.Sos.
29113083

Lectured by: Ir. John Welly, M.Sc

Wawan Dhewanto, Ph.D
Date of Collection : February21st, 2015

MASTER OF BUSINESS ADMINISTRATION

SCHOOL OF BUSINESS AND MANAGEMENT
INSTITUT TEKNOLOGI BANDUNG
EXECUTIVE 49
2015

THE LEADERSHIP CHALLENGE WORK BOOK (INSPIRE A SHARED

VISION SECOND PRACTICE)

I. BACKGROUND
Leadership can happen anywhere, at any time. It can happen in a huge business or a
small one. It can happen in the public, private, or social sector. Itcan happen in any function.
It can happen at home, at school, or in the community. The call to lead can come at four
oclock in the morning, or it cancome late at night. The energy and motivation to lead can
come in ways youdleast expect. The best leaders are continually learning. They see all
experiences as learning opportunities, but there is one condition. Rich insights only come
from reflection and analysis. Unexamined experiences yield no lessons. If we want to become
a better leader, we need to study our own own performance and become more consicous
about choices that we are making and how we are acting in our intentions.
To help us to increase our leadership style, we use this work book to challenge us in
improving our entrepreneurial leadership. As we progress through the activities, the
workbook supports our success in three ways: Reflection, Application, and Implications.
Becoming a better leader requires learning and doing something in each of the Five Practices.
We may be better at some than others, but we still have to develop our capacity to execute in
all of them. It is like participating in a penthathlon. We can not opt out of any of the five
events if we want to enter. We may feel that we are better prepared for some of the events
than for others, but we must still participate in all five. And the Five Practices of Exemplary
Leadership are:
1) Model The Way
2) Inspire a Shared Vision
3) Challenge the Process
4) Enable Others to Act
5) Encourage the Heart
Embedded in The Five Practices of Examplary Leadership are behaviours that can
serve as the basis for learning to lead. We call these Ten Commitments of Leadership. The
Five Practices and The Ten Commitments serve as the structure for this workbook, and as the
foundation that supports the activities in this workbook. These are The Ten Commitments that
should apply in The Five Practices of Leadership (See Table 1.1.) :

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Table 1.1. The Ten Commitments

To this assignment we want to look and take assessment in implementation of the
second practice, Inspire a Shared Vision. In this step we would like to assess a person about
His capability in Inspire a Shared Vision based on his personal assessment compare to second
party (member) assessment. Then, the result will be analyzed and examined to see why there
is gap between the assessment and how to increase the score in each practices.
II. INSPIRE A SHARED VALUE
Leaders gaze across the horizon of time, imagining the attractive opportunities that
are in store when they and their constituents arrive at a distant destination. They envision
exciting and ennobling possibilities. Leaders have a desireto make something happen, to
change the way things are, to create somethingthat no one else has ever created before. In
some ways, leaders live their livesbackward. They see pictures in their minds eye of what the
results will looklike even before theyve started their project,much as an architect draws a
blueprint or an engineer builds a model. Their clear image of the future pullsthem forward.

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Yet visions seen only by leaders are insufficient to create an organized movement or a
significant change in a company. A person with noconstituents is not a leader, and people will
not follow until they accept a vision as their own. Leaders cannot command commitment,
only inspire it.
Leaders have to enlist others in a common vision. To enlist people in a vision, leaders
must know their constituents and speak their language. Peoplemust believe that leaders
understand their needs and have their interests atheart. Leadership is a dialogue, not a
monologue. To enlist support, leadersmust have intimate knowledge of peoples dreams,
hopes, aspirations, visions,and values.
Leaders breathe life into the hopes and dreams of others and enable themto see the
exciting possibilities that the future holds. Leaders forge a unity ofpurpose by showing
constituents how the dream is for the common good.Leaders stir the fire of passion in others
by expressing enthusiasm for thecompelling vision of their group. Leaders communicate their
passion throughvivid language and an expressive style.
Whatever the venue, and without exception, the people in our study reportedthat they
were incredibly enthusiastic about their personal-best projects. Theirown enthusiasm was
catching; it spread from leader to constituents. Their belief in and enthusiasm for the vision
were the sparks that ignited the flame ofinspiration.
As a result of completing the worksheets in this second practice we will be better able
to:
1) Articulate our personal vision of the future to the members of our project
team.
2) Engage our team members in dialogue about their hopes, dreams, and
aspirations.
3) Enlist others in a common vision.
4) Communicate the common vision in an attractive, appealing way.
The Five Practices Assessment Result
In this step a person as a leader is assessed by a person that know him better, and
making score in 30 aspects of practices, then the same questionnaire is given to him to take
personal assessment of himself (Leadership Practices Inventory), and these are the result:

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Table 2.1. The Five Practices Assessment Result.

Based on the result can be seen in the total score there is a gap between the observer
and the leader assessment. The leader assess himself and got 114 score and the other side the
oberserver give him score at 105. This data shows the difference of leadership perspective
between these two people (9 point). Later this Gap can be cut by some of activities that can
increase the leadership practice of the leader. In Table 2.2. we can see the score based on the
5 Leadership practices. The leader has the highest score in Model The Way and the lowest
score in Inspire a Shared Vision based on his self assessment. From the obeservers
assessment we can see that the highest score is in Enable Others to Act and the lowest score is
in Inspire a Shared Vision. This data prove that between the leader and observer have same
perspective about the weakness of the leader leadership practice in Inspire a Shared Vision.

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Table 2.2. The Scores by Practice Categories

In the next chapter we will discuss about the detail question of Inspire a Shared Vision
and discuss about both perspective of the leader and observer in the assessment, and at the
end making suggestion to improve leadership skill in Inspire a Shared Vision practice by each
question.

III. THE ANALYSIS

The first statement is, Talk about future trends that will influence how the work gets
done. The leader said that He has interest in business trends in his organization, culture,
science, and political situation. In observers opinion, He think the leader often talk about
business trends especially in banking sector.
The assessment score of this first statement can be seen in Picture 3.1.

Picture 3.1. Assessment Result of Talk About Future Trends

The second statement is, Describe a compelling image of what our future could be
like. The leader said that He eager to increase his sense of business opportunities by
expanding the network. In observers opinion, He think the leader sometime tell about the
result of the action if would be done today.
The assessment score of this second statement can be seen in Picture 3.2.
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Picture 3.2. Assessment Result of Describe a Compelling Image of Future Could Be

The third statement is, Appeal to others to share an exciting dream of the future.
The leader said that He look one day to be able to develop himself to be better in the
organization. In observers opinion, He think the leader likely to attract the opposite talk to
share their dreams just like he do.
The assessment score of this third statement can be seen in Picture 3.3.

Picture 3.3. Assessment Result of Appeal Others to Share Dreams

The fourth statement is, Show other their long term interests can be realized by
enlisting common vision. The leader said that He look the future long term business
planning can be realized if the organization have same goals. In observers opinion, He think
the leader sometime talk about his future long term plan.
The assessment score of this fourth statement can be seen in Picture 3.4.

Picture 3.4. Assessment Result of Show Others Their Long Term Interests Can Be
Realized by Enlisting in Common Vision.
The fifth statement is, Paint the big picture of what we aspire to accomplish. The
leader said that He usually proved sharing with team members so they can easily get the
ideas. In observers opinion, He think the leader sometime talk about his plan and future
milestone.
The assessment score of this fifth statement can be seen in Picture 3.5.

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Picture 3.5. Assessment Result of Paint The Big Picture of What We Aspire to
Accomplish.
The last (sixth) statement is, Speak genuine conviction about the higher meaning and
purpose of our work. The leader said that He sometime look into the real value of life in his
presence in the organization. In observers opinion, He sometime tell about his real desire in
chasing the dreams.
The assessment score of this sixth statement can be seen in Picture 3.6.

Picture 3.6. Assessment Result of Speak Genuine About The Higher Meaning and
Purpose of The Work.
To increase all practice about future there are some tips lesson:
In looking ahead, especially for the upcoming generation of leaders, our point is that
the future is uncertain. However, there are lessons from the past that will continue to be an
important part of the future's landscape. In fact, research strongly suggests that the ability to
look first to our past before we march blindly forward actually strengthens our capacity to see
the future more clearly. Here's what we think are four enduring principles to guide the
millennium generation of leaders as they travel into the future.

1. Principle Everyone's Business

is a principle which assumes that leadership can be learned. Leadership
can be exhibited on behalf of companies, governments, schools, religious
organizations,

community,

volunteer

groups,

unions,

or

family.

Somewhere, sometime, a leader in each of us might get a call to move

forward. Ordinary people are able to develop themselves as leaders far
more than tradition ever considered possible.
2. Principle Relationship
Despite all the advances in technology, after all the irrational exuberance
over the Internet has come and gone, we'll learn again what we already
knowleadership is a relationship. Sometimes the relationship is one-to|7

many. Sometimes it's one-to-one. But regardless of whether the number is

one or one thousand, leadership is a relationship between those who
aspire to lead and those who choose to follow.
3. Principle Starts with Action
Taking the initiative is not a positive action, but if it is done because it is
based on positive change and improve the positive things will change the
way people relate to us. Waiting for permission to start is not
characteristic of a leader. Action with a sense of urgency is in the effort-is
intended to actually diagnose the situation, to program a positive change,
and to build positive progress.
4. Principle Development Is Self-Development
Leaders take us to places we've never been before, but before we could
get other people sign up for the trip, we had to convince ourselves to
venture forth. We must find out what is important to us. What we care
about. We have to find our voice.
Learning is an essential part of the leadership process for everyone involved. What
carries us through life is our ability to grow, to discover new possibilities in ourselves, in
others, and in our worlds. Successful artists, inventors, scientists, executives, and leaders in
any field never lose that spirit. When they don't know what they're doing, they embrace the
experience, realizing with every fiber of their being that they're learning and that learning is
what life is all about. Just like fruit on the tree, when we stop growing, we start to rot.
That's precisely why leadership has to be everyone's business. Why leadership will
always be a relationship. How action brings forth the leader within. And, in the end, how
leadership is about developing oneself to be an instrument for making a difference. And these
principles ring truewhatever the future has in store for all of us.

IV. CONCLUSION
Inspire a Shared Vision is important practice to be done by a leader, by having
common vision and get the commitment of each members will make the goals more feasible
to achieve. With vision,the focus of the organization is more clear and with common vision

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also increase the relationship between the leaders and the members. And as we know one of
the important thing to be a great leader we need to maintain the harmony of relationship with
members.
To deal with the vision we need to make commitment to the team, we can conclude all
of the suggestion to improve leadership skill in the chapter of analysis into two commitments,
such as: Envision the Future, and Enlisting Others. Picture 4.1.& Picture 4.2. shows us
practical solutions that should be taken to implement these two steps succesfully.

Picture 4.1. Envision the Future Commitments

Picture 4.2. Enlist Others.

By getting the essential of each commitments and taking action of each solution
perhaps the common vision and ideal condition of future goals should be determined
effectively and efficiently.
REFERENCES
Kouzes, J. M., and Posner, B. Z. The Leadership Challenge: Workbook. 3rd Edition. San
Francisco: Jossey-Bass, 2012.

Kouzes, J. M., and Posner, B.Z. A Coachs guide to Developing Exemplary Leaders: Making
the most of the Leadership Challenge and the Leadership practices Inventory. LPI San
Francisco: Jossey-Bass, 2012.
Benis, W., Spreitzer, G.M., and Cummings, T.G. (Eds.) The future of leadership: Todays top
leadershipthinker speak to tomorrows leaders. San Francisco: Jossey-Bass, 2001.

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