copyright © 2007 james m. kouzes & barry z. posner. all rights reserved. the leadership...

Copyright © 2007 James M. Kouzes & Barry Z. Posner. All rights reserved.

THE LEADERSHIP CHALLENGE


Leadership is the art of mobilizing others to want to

struggle for shared aspirations.

Jim Kouzes & Barry Posner,The Leadership Challenge


Leadership is ultimately about creating a way for people to

contribute to making something extraordinary

happen.Alan Keith,Genentech


How We Learn


Leadership is not about personality; it’s

about practice.


THE FIVE PRACTICES OF

EXEMPLARY LEADERSHIP


The Five Practices of Exemplary Leadership®

Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart


Model the Way

Clarify values by finding your voice and affirming shared ideals.

Set the example by aligning actions with shared values.


Inspire a Shared Vision

Envision the future by imagining exciting and ennobling possibilities.

Enlist others in a common vision by appealing to shared aspirations.


Challenge the Process

Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.

Experiment and take risks by constantly generating small wins and learning from experience.


Enable Others to Act

Foster collaboration by building trust and facilitating relationships.

Strengthen others by increasing self-determination and developing competence.


Encourage the Heart

Recognize contributions by showing appreciation for individual excellence.

Celebrate the values and victories by creating a spirit of community.


THE FOUNDATION

OF LEADERSHIP


Leadership is in the eyes of other people; it is

they who proclaim you as a leader.

Carrie Gilstrap, Hewlett-Packard


What do you look for

and admire in a leader, someone whose direction

you would willingly follow?


Characteristics of an Admired Leader

_16%_ Ambitious_35%_ Broad-minded_22% Caring 68% Competent_25%_ Cooperative_25%_ Courageous_34%_ Dependable_25%_ Determined_39%_ Fair-minded 71% Forward-

looking

89% Honest_17%_ Imaginative_ 4% _ Independent 69% Inspiring_48%_ Intelligent_18%_ Loyal_15%_ Mature_10% _Self-controlled_36%_ Straightforward_35%_ Supportive


Desired Characteristics of a Leader

Honest Forward-looking Inspiring Competent


Source Credibility

Trustworthiness Expertise Dynamism


Credibility is

the foundation

of leadership.


The Kouzes-Posner First Law of Leadership

If you don’t believe in the messenger, you won’t believe

the message.


High Management Credibility

Be proud to tell others they’re part of the organization

Feel a strong sense of team spirit

When people perceive their immediate manager to have high credibility, they are significantly more likely to ––


High Management Credibility, Cont’d

See their own personal values as consistent with those of the organization

Feel attached and committed to the organization

Have a sense of ownership of the organization


Low Management Credibility

Produce only if they’re watched carefully

Be motivated primarily by money

When constituents perceive their manager to have low credibility, they are more likely to ––


Low Management Credibility, Cont’d.

Say good things about the organization publicly, but criticize it privately

Consider looking for another job if the organization experiences problems

Feel unsupported and unappreciated


MODEL THE WAY


Model the Way

Clarify values by finding your voice and affirming shared ideals.

Set the example by aligning actions with shared values.


What is credibility behaviorally? How do you know it when you see it?


DWYSYWD


The Impact of Values Clarity on Commitment

High

High

Low

Clarity of Personal Values

4.87

Low

Clarity of

Organizational

Values4.90

6.26

6.12


Corollaries to the First Law

You can’t believe in the messenger if you don’t know what the messenger believes.

You can’t be the messenger until you’re clear about what you believe.


Having faith in my principles and beliefs gave me the courage to navigate

difficult situations and make tough decisions.

Tim Avila, CMP Media Electronics Group


Shared Values Make a Difference

When values are shared, people feel– More personally effective and

successful Less personal and job-related stress More loyalty and pride in the

organization Clearer about organizational values

and job expectations


Shared Values Make a Difference, Cont’d.

More willing to work hard and care about what they do

More aligned with the organization’s ethical standards

More committed to the organization’s key stakeholders


The action that made the most difference was

setting a personal example.

Idan Bar-Sade, BridgeWave


Align Actions with Values

Spending

Time

Critical

Incidents

Stories

Communica-tions and Interactions

Symbols and Rituals

Rewards

!?


Leadership opportunities are presented to everyone. What makes the difference between being a leader or not is how you respond in the moment.

Michele Goins, Chief Information Officer, Imaging and Printing Group,

Hewlett-Packard


INSPIRE A SHARED VISION


Inspire a Shared Vision

Envision the future by imagining exciting and ennobling possibilities.

Enlist others in a common vision by appealing to shared aspirations.


Vision trumps everything. Organizations are most effective when a well-

articulated and ambitious vision of the future exists.

Nancy L. Zimpher,

President, University of Cincinnati


What is a Vision?

Ideal Unique Image Future-oriented Common purpose


When Visions Are Clear

Job satisfaction

Commitment and loyalty

When executives effectively communicate the vision, people report significantly higher levels of ––


When Visions Are Clear, Cont’d.

Esprit de corps

Clarity about organizational values

Pride in the organization


To Envision the Future and Enlist Others

Imagine the possibilities

Find a common purpose

Appeal to common ideals

Animate the vision


Listen Deeply and Determine What’s Meaningful

What people want–– Challenging, meaningful, purposeful work

A chance to be tested, to make it on one’s own


Listen and Determine What’s Meaningful, Cont’d.

A chance to … Take part in a social experiment

Do something well Do something good Change the way things are


Be Forward-Looking in Times of Rapid Change

Read cutting-edge magazines

Read articles and books by futurists

Identify themes in the news, talk shows, movies, blogs


Be Forward-Looking in Times of Change, Cont’d.

Watch trends in the bestseller lists of books, videos, games

Ask your team what trends they think the future holds


You have to paint a powerfully compelling

picture of the future for people to want to align with the vision.

Vicky Ngo-Roberti, VMware, Inc.


Bringing a Vision to Life

Metaphors Examples Word pictures

Theme songs

Quotations Pictures


Bringing a Vision to Life, Cont’d.

Analogies Anecdotes Slogans

Poetry Humor Symbols


CHALLENGE THE

PROCESS


Challenge the Process

Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve

Experiment and take risks by constantly generating small wins and learning from experience.


Seize the Initiative. Everyone

performs better when they take

charge of change.


Sometimes you just have to go against the grain and do what you think is right because you

believe so strongly in a philosophy and a long-term

way of doing business.

Jacqueline Maartense, Managing Director, Intuit, United Kingdom


Sometimes you just can’t predict where the change will come from, but you have to have your eyes wide open if you have any hope of even

catching a glimpse of it. Michael Priest,

CEO, Bay Area Credit Services


Exercise Outsight

Be open Stay in touch Step outside of boundaries


Success does not

breed success.

It breeds failure.

It is failure which breeds success.


Leaders Help People Stretch Themselves

Generate small wins Create a climate for

learning from experience


Leaders Help People Stretch, Cont’d.

Learn to be an active learner

View change as challenge


The best leaders are the best learners.


Approach Stress Positively

High Stress, High Illness

Consider challenge taxing

Feel powerless

View change as a threat


Approach Stress Positively, Cont’d.

High Stress, Low Illness Consider challenge interesting Feel that they can influence the outcome of a situation

View change as an opportunity for development


Foster Hardiness

Build a sense of control with challenging tasks that are still within the person’s skill level


Foster Hardiness, Cont’d.

Offer more rewards than punishments

Encourage people to see change as full of possibilities


ENABLE OTHERS TO ACT


Enable Others to Act

Foster collaboration by building trust and facilitating relationships.

Strengthen others by increasing self-determination and developing competence.


To be successful, teams must adopt a www.com (we will

win) mind-set, and not an imm.com

(I, me, myself) mind-set.

Lily Cheng, PACE Learning & Consultancy, Singapore


Create a Climate of Trust

Show trust to build trust Be open to influence

and alternative viewpoints

Tap other people’s expertise and abilities


Create a Climate of Trust, Cont’d.

Stay sensitive to people’s needs and interests

Share information and resources


Create a Sense of Interdependence

Structure projects to promote joint effort

Promote positive face-to-face interactions


Create Interdependence, Cont’d.

Structure projects to promote joint effort

Promote positive face-to-face interactions


I may not be the most knowledgeable person...

but I know how to get people to think well about

themselves.

Joyce Clifford, Executive Director, Institute for Nursing Healthcare Leadership


Enhance Self-Determination and Build Competence

Provide more choices on how to serve customers, solve problems, do a project, exercise independent judgment

Define jobs more broadly to permit increased flexibility and discretion


Self-Determination and Competence, Cont’d.

Set up conditions so that everyone feels ownership for the whole job

Organize work to build competence

Provide training and technical support


Self-Determination and Competence, Cont’d.

Create occasions for networking with others in the organization

Be a hands-on coach


Great leaders grow their constituents into leaders

themselves.

Edmar Soriano, Tutoring Club of Fremont/Newark


ENCOURAGE THE

HEART


Encourage the Heart

Recognize contributions by showing appreciation for individual excellence.

Celebrate the values and victories by creating a spirit of community.


Sometimes a “thank you” is more important than a

big victory party.

Tsung-Chieh (T. C.) Lin, SoSIL Manager, Ground Systems, BAE Systems


Expect and Recognize the Best in Others

Set a high standard Find people doing things

right Be creative about

incentives Make recognition public


Link Performance and Rewards

Make sure people know what is expected of them

Provide feedback on performance

Reward only those who meet or exceed the standards


Without ceremonies, there are no beginnings,

no endings. Life becomes an endless

series of Wednesdays. David Campbell, Senior Fellow,Center for Creative Leadership


Connect Celebration, Community & Commitment

Use celebrations and ceremonies to reinforce behaviors important to realizing shared values and shared goals


Celebration, Community & Commitment, Cont’d.

Celebrate in public

Put celebration on the schedule

Have fun together


Celebration, Community & Commitment, Cont’d.

Be personally involved

Show you care

Use stories to build community and commitment


DEVELOPING LEADERS


Leadership development is

self-development.


The most critical

knowledge for all of us—and for leaders

especially—turns out to be self-

knowledge.


Leadership is not an affair of

the head. Leadership is an affair of the

heart.


The best-kept secret of successful leaders is love: staying in love with leading, with the people who do the work,

with what their organizations produce,

and with those who honor the organization by using its work.


Supplemental Slides


The following are additional quotes that you can use to present The

Five Practices of Exemplary Leadership. You can select one or more of these quotes to describe a part of a Practice or you can insert a similar quote from a leader you

know. We encourage you to customize your presentation to

make it your own.


MODEL THE WAY


Leadership is in the eyes of other people;

it is they who proclaim you as a leader.

Carrie Gilstrap, Hewlett-Packard


Understanding my values allows me to be more

passionate about my work and gives a focus for what

everyone on the team should be striving for.

Juan Gonzalez, Industry Solution Manager, IBM


One of the best ways to prove something is

important is by doing it yourself and setting

an example. Prabha Seshan,

Principal engineer, SSA Global


Leadership is mostly the model you provide for

your peers in how you behave.

Neal Kucera Counselor, Camp Hope


In many situations, daring to dream is not as important as daring to put your dreams into action.

Zhang Junli, Student Council President Raffles Junior College, Singapore


INSPIRE A SHARED VISION


By having one shared vision, one common goal, we were able to accomplish goals that stand, to this day,

as record-breaking. Alyssa Lee,

Tennis Team Captain


You begin with the end in mind, by knowing what you dream about accomplishing,

and then figure out how to make it happen.

Jim Pitts, Northrop Grumman Corporation


The greatest achievement of the human brain is its ability to

imagine objects and episodes that do not exist in the realm of

the real, and it is this ability that allows us to think

about the future. Daniel Gilbert,

Professor of Psychology, Harvard University


Once you share a vision with others, it is not longer just

your vision; it is everybody’s vision and everybody’s

responsibility to accomplish that vision.

Claudia Lee, Basketball Team Captain


It’s surprising how little skill people have in being forward-looking, or how

little effort most of us invest in learning to do this.

Dan Schwab, Director, Training and Organizational Development, Trust for

Public Land


What made the difference was the vision of how

things could be and clearly painting this picture for all

to see and comprehend. Mark D’Arcangelo, System Memory Product

Marketing Manager, Hitachi Semiconductor


CHALLENGE THE

PROCESS


When the process challenges you, challenge back.

Allison Avon, CoordinatorSchool’s Annual Fashion Show


I realized that my job

as a leader was

to make change

each and every day.

Robin Selden, Logitech


Leaders are not afraid

to take risks and step outside their comfort

zones.

Chris Hintz, Cisco Systems, Inc.


Never test

the depth of the water with both feet.

African proverb


In the future I plan to set up experiments, start small, listen and talk with people about how they think the process should be

accomplished, give people choices, and make it easy for

them to say “yes.” Kathryn Winters,

NVIDIA Corporation


Leadership is learning by doing, adapting to actual conditions. Leaders are

constantly learning from their errors and failures.

Claude Meyer, Red Cross, Kenya


ENABLE OTHERS TO ACT


I cared about my team, focusing on the heart of it all.

Sarah Berg, Basketball Team Co-Captain


Leadership is ultimately about creating a way for people to contribute to

making something extraordinary happen.

Alan Keith, Genentech


We had to see ourselves as part of a whole, not some individual cog in

a wheel. Jill Cleveland,

Finance Manager, Apple, Inc.


We acted together.

Raj Limaye, Deputy Manager, Datapro (India)


One person alone can never really accomplish as much as a group of truly dedicated persons can.

Jaspreet Sanghera, School Newspaper Photography Editor


Leadership is not about being heroic. It’s about

inspiring people to believe that the problem can be

solved by working together.

Filip Morovich, Participant, Class Project


When I asked what they thought, others got excited,

took on responsibilities, and acted like leaders—

and the job got done!

Peter Freeman, Participant, Work Team


ENCOURAGE THE

HEART


Through appreciation and celebration we show people that they are significant and their contributions are vital

to our overall success. Soumya Mitra

EMC Corporation


The first essential element of encouraging the heart is

recognizing the contributions of members of your team, no matter how small or seemingly

unessential to the overall process.

Alex Bron, Golf Team Walk-on


Recognition is important, challenging, and easily

forgotten—so pay attention and don’t forget

to say “thanks.”

Mary Le, Intel Corporation


A sincere word of thanks from the right person at the right

time can mean more to an employee than a raise, a formal

award, or a whole wall of certificates and plaques.

Bob Nelson, 1001 Ways to Reward Employees


If someone is doing a great job, what’s the problem in

letting them know that? Lindsay Levin,

Chairman, Whites Group


Encouraging my teammates was one of the easiest and

most beneficial things I could do to make

the team better.Kirsten Cornell

Leader, Volleyball Team

copyright © 2007 james m. kouzes & barry z. posner. all rights reserved. the leadership...

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