using the five practices of exemplary leadership

1. Using The Five Practices of Exemplary Leadership� Sue and Toni

3. THE LEADERSHIP CHALLENGE Book used in NCURA�s LDI Program Jim Kouzes and Barry Posner created model of leadership in 1983 based on their research Kouzes currently Dean�s Executive Professor of Leadership, Leavey School of Business, Santa Clara University Posner currently Dean of the Leavey School of Business and professor of leadership at Santa Clara University Kouzes and Posner�s leadership model isn�t the only one in use, but it does represent a leadership development idea embraced by NCURA through the LDI program. The Leadership Challenge is used by a wide variety of organizations, both for-profit and non-profit. The Leadership Practices Inventory is one of the most widely used leadership assessment instruments in the world and has been the basis of more than 350 doctoral dissertations. Kouzes and Posner are actively engaged today and both hold academic positions.Kouzes and Posner�s leadership model isn�t the only one in use, but it does represent a leadership development idea embraced by NCURA through the LDI program. The Leadership Challenge is used by a wide variety of organizations, both for-profit and non-profit. The Leadership Practices Inventory is one of the most widely used leadership assessment instruments in the world and has been the basis of more than 350 doctoral dissertations. Kouzes and Posner are actively engaged today and both hold academic positions.

4. Development of the Five Practices Interviewed people leading project teams, department managers, school administrators, leaders of community groups, and volunteers in civic groups Asked for �Personal-Best Leadership Experience� to elicit individual best practices Found similar patterns and labeled them �The Five Practices of Exemplary Leadership� Kouzes and Posner conducted a large number of interviews with leaders of all kinds of organizations and at various levels. They chose to focus on what they call ordinary people, not on world leaders who make headlines. As they reviewed interviews, they found successful leaders who reported on an instance where their leadership skills were at what individuals believed to be peak performance, they found strikingly similar responses and labeled them The Five Practices of Exemplary LeadershipKouzes and Posner conducted a large number of interviews with leaders of all kinds of organizations and at various levels. They chose to focus on what they call ordinary people, not on world leaders who make headlines. As they reviewed interviews, they found successful leaders who reported on an instance where their leadership skills were at what individuals believed to be peak performance, they found strikingly similar responses and labeled them The Five Practices of Exemplary Leadership

5. Are Leaders Born or Made? Of course they are born, but.. Leadership is learned (and earned) Leadership is an art Leadership development programs* can provide tools and techniques * Did we mention NCURA�s LDI program? They are born, but very seldom with well honed leadership skills. Leadership really is a skill that is learned, it must be practiced and refined, and perhaps most importantly it must be earned. Although there are all kinds of leadership academies, books, seminars, etc. it is just as much an art as a science.They are born, but very seldom with well honed leadership skills. Leadership really is a skill that is learned, it must be practiced and refined, and perhaps most importantly it must be earned. Although there are all kinds of leadership academies, books, seminars, etc. it is just as much an art as a science.

6. WHAT DO PEOPLE WANT IN A LEADER? Honest (tied to ethics and values) Forward-looking (knows where the organization is headed and what its future is) Inspiring (if a leader isn�t passionate, why should anyone else be?) Competent (able to guide, must have relevant experience and sound judgment) Credibility is the foundation of leadership. K&P�s research found that people across countries, cultures, ages, ethnicity, organization, gender, education consistently report these characteristics as what they look for in a person they would be willing to follow (a leader). The characteristics were the same in surveys conducted in 1987, 1995, 2002 and 2007K&P�s research found that people across countries, cultures, ages, ethnicity, organization, gender, education consistently report these characteristics as what they look for in a person they would be willing to follow (a leader). The characteristics were the same in surveys conducted in 1987, 1995, 2002 and 2007

7. K&P�S FIRST LAW OF LEADERSHIP If you don�t believe in the messenger, you won�t believe the message. 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.

8. K&P�S SECOND LAW OF LEADERSHIP DWYSYWD* *Do What You Say You Will Do To be credible, leaders must be clear about their beliefs and know what they stand for (say) and they must put what they say into practice (act on their beliefs) (do)To be credible, leaders must be clear about their beliefs and know what they stand for (say) and they must put what they say into practice (act on their beliefs) (do)

9. THE FIVE PRACTICES Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart Leaders don�t get things done by themselves. The five practices represent what people expect from their leaders. Leaders don�t get things done by themselves. The five practices represent what people expect from their leaders.

10. Model the Way Find your voice Tools and techniques of leadership aren�t substitutes for who and what you are Understand your own beliefs; can�t expect people to follow you if you don�t know what you believe Affirm shared values Honor diversity but find the common core Shared values are the organization�s promise Shared values are important, but not at the expense of dissent Good leaders must be clear in their own mind about their values and must be able to not only articulate them clearly, but to live them as well. K&P suggest writing your own tribute and credo statement to clarify your values to yourself. K&P contend that when dissent is silenced and shared values become doctrine, the organization is likely to also lose innovation, creativity and talent. Good leaders must be clear in their own mind about their values and must be able to not only articulate them clearly, but to live them as well. K&P suggest writing your own tribute and credo statement to clarify your values to yourself. K&P contend that when dissent is silenced and shared values become doctrine, the organization is likely to also lose innovation, creativity and talent.

11. Inspire a Shared Vision Envision the future Exemplary leaders are forward-looking Requires two essentials: Imagine the possibilities Find a common purpose Enlist others You can�t do this on your own (you wouldn�t be a leader) The best leaders are excellent listeners The vision of the future is a broad message to be conveyed and requires that you also look backward. It is important to see the big picture not just one-time occurrences. Leaders don�t have the corner on the market of insight, innovation or good ideas. The people on the ground, on the front line (whatever) often have the best feel for what a customer needs or where (and how) a process might be improved. Listen to them.The vision of the future is a broad message to be conveyed and requires that you also look backward. It is important to see the big picture not just one-time occurrences. Leaders don�t have the corner on the market of insight, innovation or good ideas. The people on the ground, on the front line (whatever) often have the best feel for what a customer needs or where (and how) a process might be improved. Listen to them.

12. Challenge the Process Search for opportunities Good leaders are fundamentally restless Proactivity produces better results than reactivity Training and the mental simulation that results can also result in unanticipated opportunities Experiment and take risks Good, successful leaders are ones who are willing to take a chance, fail, learn and try something new Not every thing has to work every time, but always seek to generate small wins (they build into big ones) K&P found in their studies that people (of both gender and national culture) perform better when they take charge of change because proactive people tend to work harder at what they do A good leader should also encourage initiative in others�it can result in new ways of looking at problems, can result in innovative solutions and greater commitment from members of an organizationK&P found in their studies that people (of both gender and national culture) perform better when they take charge of change because proactive people tend to work harder at what they do A good leader should also encourage initiative in others�it can result in new ways of looking at problems, can result in innovative solutions and greater commitment from members of an organization

13. Enable Others to Act Foster collaboration Create a climate of trust Facilitate relationships Be willing to share information and resources One of the easiest ways to foster collaboration is by use of the word �we� instead of �I� Ask questions, listen and be willing to take advice Strengthen others Enhance self-determination Develop competence and confidence Educate, educate, educate Trust is at the core of a successful collaboration and the trust must run both ways. You cannot be an effective leader if you don�t trust the people you seek to lead and people won�t accept you as their leader if they don�t trust you. Trust is contagious; but if lost it is much more difficult (and sometimes impossible) to re-earn. There is a paradox of leadership�you become more powerful when you give your own power away; people who feel powerless underperform and may adopt dictatorial leadership styles themselves. Don�t be afraid to make individuals accountable. Good leaders coach.Trust is at the core of a successful collaboration and the trust must run both ways. You cannot be an effective leader if you don�t trust the people you seek to lead and people won�t accept you as their leader if they don�t trust you. Trust is contagious; but if lost it is much more difficult (and sometimes impossible) to re-earn. There is a paradox of leadership�you become more powerful when you give your own power away; people who feel powerless underperform and may adopt dictatorial leadership styles themselves. Don�t be afraid to make individuals accountable. Good leaders coach.

14. Encourage the Heart Recognize contributions People within the organization are the ones who make things happen Personalize recognition Celebrate the values and victories Celebrations don�t have to be public or elaborate, but they should be genuine acknowledgements of success (even small successes) Celebrations can create a sense of community Good leaders show they care Not everyone responds to recognition the same way; a good leader knows the people in the organization well enough to personalize the recognitionNot everyone responds to recognition the same way; a good leader knows the people in the organization well enough to personalize the recognition

15. CHALLENGES FOR RESEARCH ADMINISTRATORS Houston, we have a problem. (Alt.: Clean up on aisle six!) Most time spent reacting, not leading Limited resources Offices understaffed and underpaid (slack deprivation) Little or no funds to reward excellence (would be easier to encourage the heart with a giftcard or bonus) Bureaucracy: a four-letter word Morale, street-cred are low Other areas of university are �sexier�

16. WHAT CAN WE DO? Be creative Be flexible Use slack wisely Learn from mistakes, failures Remember Rosie�