Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Leadership is the art of mobilizing others to want to struggle for shared aspirations.

“Leadership is the art of mobilizing others to want

to struggle for shared aspirations.”

Jim Kouzes & Barry PosnerThe Leadership Challenge

“The real test of quality in the early part of the next century is

going to be what I call the quality

of leadership.”

Bob GalvinChairman, Executive Committee

Motorola, Inc.

How We Learn

Disengaged Workers

55%19%

Engaged Not Engaged Actively Disengaged

Characteristics of an Admired Leader

_21%_ Ambitious_40%_ Broad-minded_20% Caring 66% Competent_28%_ Cooperative_20%_ Courageous_33%_ Dependable_24%_ Determined_42%_ Fair-minded 71% Forward-looking

88% Honest_23%_ Imaginative_ 6% _ Independent 65% Inspiring_47%_ Intelligent_14%_ Loyal_17%_ Mature_ 8% _ Self-controlled_34%_ Straightforward_35%_ Supportive

Desired Characteristics of a Leader

Honest

Forward-looking

Competent

Inspiring

Source Credibility

Trustworthiness

Expertise

Dynamism

The Five Practices of Exemplary Leadership®

Model the Way Inspire a Shared VisionChallenge the ProcessEnable Others to ActEncourage the Heart

Model the Way

Find your voice by clarifying your personal values.

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 seeking innovative ways to change, grow, and improve.

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

Enable Others to Act

Foster collaboration by promoting cooperative goals and building trust.

Strengthen others by sharing power and discretion.

Encourage the Heart

Recognize contributions by showing appreciation for individual excellence.

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

How Zárate Enabled Others

Established new credo to live by: QWL = TPQ + TQC + LDS

Abolished reserved parking for executives

Eliminated time clocks

Eliminated quality-control inspectors

Eliminated job titles

Eliminated needless paperwork

Had work teams keep own attendance records

Reduced 7 layers of management to 4

Results at Metalsa

BeforeQuestionable future

1 plant

$23 million in domestic sales

No exports

1,000 employees

10% rejection rate

AfterWorldwide recognition

6 plants

$140 million in domestic sales and exports

40% exports

2,000 employees

0.1% rejection rate

200% productivity increase

Numerous supplier awards for quality

Shared Values Make a Difference

Less personal and job-related stress That organizational policies are guided by ethical

standards That organizational goals are important More personally successful More committed to the organization and to key

stakeholders More willing to work harder and longer hours Clearer about organizational values

People feel:

The Impact of Values Clarity on Commitment

Clarity of Personal Values

Clarity of

Organizational

Values4.9

Align Actions with Values

Spending Time

Critical Incidents

Stories

Communications and Interactions

Symbols and Rituals

Rewards

High Management Credibility

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

Feel a strong sense of team spirit 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

When constituents perceive their managers to have high credibility, they are more likely to:

Low Management Credibility

Produce only if they’re watched carefully Be motivated primarily by money Say good things about the organization publicly,

but criticize it privately Consider looking for another job in tough times Feel unsupported and unappreciated

When constituents perceive their managers to have low credibility, they are more likely to:

DWYSYWD

Inspire a Shared Vision

Envision the future by imagining exciting and ennobling possibilities.

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

What Is a Vision?

Ideal Unique Image Future oriented Common purpose

When Visions Are Clear

Job satisfaction

Commitment and loyalty

Esprit de corps

Clarity about organizational values

Pride in the organization

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

Imagine the Ideal

“We uplift people’s spirits!”

Intuit the Future

Read cutting-edge magazines Notice popular games Read articles, books and trends by futurists Identify themes in talk shows, sitcoms and

movies Watch trends in the bestseller book list Ask your team what trends they think the future

Communicating a Vision

Metaphors Examples Word pictures Theme songs Quotations Pictures

Analogies Anecdotes Slogans Poetry Humor Symbols

Use Outsight

Be open Stay in touch Step outside of boundaries

Applaud Mistakes

Blunder Bounty

What blunder have you announced boldly lately??

Approach Stress Positively

High Stress,High Illness Consider challenge

taxing

Feel powerless

View change as a threat

High Stress,Low Illness Consider challenge

interesting

Feel that they can influence the outcome of a situation

View change as an opportunity for development

Expect the Best in Others

Set a high standard Find people doing things right Be creative 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

Cheer Key Values

Put celebration on the scheduleBe spontaneousHave fun

“It shows what happens when the team rallies around an

inspiring vision.”

Thurman Conrad, Store Manager, The Kroger Co.

“In a more volatile and dynamic business environment, the controls have to be

conceptual. They can’t be human anymore: Bob Haas telling people what to do. It’s the ideas of a business that are controlling, not

some manager with authority. Values provide a common language for aligning a

company’s leadership and its people.”

Bob Haas, Chairman, Levi Strauss

“Anything worth doing is worth doing poorly.”

Ralph Stayer, CEO and Owner, Johnsonville Foods

“A desk is a dangerous place from which to watch the

world.”

John le Carré

“If you think it’s OK,

then it’s probably right.”

Kim Greer, Vice President Property Services

Household Credit Services

“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, formerly Senior Vice President

and Nurse-in-Chief Beth Israel Deaconess Hospital

“Without ceremonies, there are no beginnings, no endings. Life becomes an endless series of Wednesdays.”

David Campbell, Senior FellowCenter for Creative Leadership

“Productivity levels went up 12% overnight... it was like

hitting a light switch.”

Dick Nettell, Vice President, Bank of America

“It really took a number of times of me going out, and going out with

my team for people to really believe, well I think this guy could really be serious about changing

this thing.”

Dick Nettell, Vice President, Bank of America

“Those who follow you are only as good as the model you present

them with.”

Jason HeglandWater Polo Team Captain

“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 the process challenges you, challenge back.”

Allison Avon, CoordinatorSchool’s Annual Fashion Show

“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

“Encouraging my teammates was one of the easiest and most

beneficial things I could do to make the team better.”

Kirsten CornellLeader, Volleyball Team

Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Leadership is the art of mobilizing others to want to struggle for shared aspirations.

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process n search

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