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.” Jim Kouzes & Barry Posner The Leadership Challenge
Mar 26, 2015
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.”
Jim Kouzes & Barry PosnerThe Leadership Challenge
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“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.
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
How We Learn
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Disengaged Workers
26%
55%19%
Engaged Not Engaged Actively Disengaged
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
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
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Desired Characteristics of a Leader
Honest
Forward-looking
Competent
Inspiring
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Source Credibility
Trustworthiness
Expertise
Dynamism
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
The Five Practices of Exemplary Leadership®
Model the Way Inspire a Shared VisionChallenge the ProcessEnable Others to ActEncourage the Heart
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Model the Way
Find your voice by clarifying your personal values.
Set the example by aligning actions with shared values.
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Inspire a Shared Vision
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
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.
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Enable Others to Act
Foster collaboration by promoting cooperative goals and building trust.
Strengthen others by sharing power and discretion.
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Encourage the Heart
Recognize contributions by showing appreciation for individual excellence.
Celebrate the values and victories by creating a spirit of community.
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
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
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
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
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
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:
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
The Impact of Values Clarity on Commitment
High
High
Low
Clarity of Personal Values
4.9
Low
Clarity of
Organizational
Values4.9
6.3
6.1
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Align Actions with Values
Spending Time
Critical Incidents
Stories
Communications and Interactions
Symbols and Rituals
Rewards
!?
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
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:
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
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:
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
DWYSYWD
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Inspire a Shared Vision
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
What Is a Vision?
Ideal Unique Image Future oriented Common purpose
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
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:
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Imagine the Ideal
“We uplift people’s spirits!”
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
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
holds
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Communicating a Vision
Metaphors Examples Word pictures Theme songs Quotations Pictures
Analogies Anecdotes Slogans Poetry Humor Symbols
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Use Outsight
Be open Stay in touch Step outside of boundaries
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Applaud Mistakes
Blunder Bounty
What blunder have you announced boldly lately??
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
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
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Expect the Best in Others
Set a high standard Find people doing things right Be creative Make recognition public
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
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
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
Cheer Key Values
Put celebration on the scheduleBe spontaneousHave fun
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“It shows what happens when the team rallies around an
inspiring vision.”
Thurman Conrad, Store Manager, The Kroger Co.
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“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
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“Anything worth doing is worth doing poorly.”
Ralph Stayer, CEO and Owner, Johnsonville Foods
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“A desk is a dangerous place from which to watch the
world.”
John le Carré
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“If you think it’s OK,
then it’s probably right.”
Kim Greer, Vice President Property Services
Household Credit Services
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“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
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“Without ceremonies, there are no beginnings, no endings. Life becomes an endless series of Wednesdays.”
David Campbell, Senior FellowCenter for Creative Leadership
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“Productivity levels went up 12% overnight... it was like
hitting a light switch.”
Dick Nettell, Vice President, Bank of America
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“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
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“Those who follow you are only as good as the model you present
them with.”
Jason HeglandWater Polo Team Captain
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“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
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“When the process challenges you, challenge back.”
Allison Avon, CoordinatorSchool’s Annual Fashion Show
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“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
Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved.
“Encouraging my teammates was one of the easiest and most
beneficial things I could do to make the team better.”
Kirsten CornellLeader, Volleyball Team