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The Leadership Challenge By Kouzes & Posner

The Leadership Challenge By Kouzes & Posner. Fall 2008 A.M.B.A. MGMT 5230 Dr. Moore. Part 1 – What Leaders Do and What Constituents Expect. 5 Practices of Exemplary Leadership: Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart.

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The Leadership Challenge By Kouzes & Posner

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  1. The Leadership ChallengeBy Kouzes & Posner Fall 2008 A.M.B.A. MGMT 5230 Dr. Moore

  2. Part 1 – What Leaders Do and What Constituents Expect • 5 Practices of Exemplary Leadership: • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart

  3. Part 1 – Cont.: Credibility is the Foundation of Leadership • “If you don’t believe in the messenger, you won’t believe the message”, (p.38) • Is credibility a prerequisite to influence? Is there a specific level of influence commensurate with a level of credibility? • Credibility is defined as: Honest, Forward-Looking, Inspiring, Competent, & Intelligent, (p. 30) • Other aspects which augment influence? • Zone of Indifference?

  4. Part 1 – Cont.: Credibility is the Foundation of Leadership • Follower Characteristics • Lower self esteem, moderate attitudes, & good mood • Leader Characteristics • Trustworthy,attractive, & expertise • Message • Non-threatening & acknowledging

  5. Part 1 – Cont.: Credibility is the Foundation of Leadership • Zone of Indifference • The range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought • 2 Aspects – 1) Number of people 2) Variety of topics

  6. Part 2 – Model the Way • “Leading means you have to be a good example, and live what you say” (p.15) • “Words and deeds must be consistent” (p.16) • “Leaders are supposed to stand up for their beliefs, so they’d better have some beliefs to stand up for” (p.15) • “To become a credible leader you have to comprehend fully the deeply held beliefs-values, principles, standards, ethics, and ideals-that drive you”, (p.48)

  7. Part 2 – Cont.: model the way • Central Themes in the Values of Successful Organizations: • High performance standards • A caring attitude about people • Affective Commitment • A sense of uniqueness and pride • Group Cohesion • Clockwork & Snakepit Cultures • Money & Time

  8. Part 3 – Inspire a Shared Vision • Shared visions entail the leader being able to allow followers to “see themselves in the picture of the future that the leader is painting”, (p.117). • Determine What’s Meaningful to Others: • The leader must value and respect the follower • Reflective Listening • Be expressive in your communication with others (Charisma) • How does this relate to the Path-Goal Theory of Leadership?

  9. Part 4 – Challenge the Process • Leadership creates change by questioning the status quo and choosing to view change as a challenge rather than a stressful event • Leaders are high in self-efficacy (i.e. they believe in their ability to create change) • Leaders set lofty S.M.A.R.T. goals • Change must be meaningful and purposeful • 360-degree self-actualization

  10. Part 4 – cont.: Challenge the Process • Leaders are open to external ideas • Main reason executives fail? • Leaders take risks • Learn from small successes and failures • Do entrepreneurs have low risk aversion? • Knowledge is power • Leaders continually learn and grow • “The more you’re engaged in learning the more successful you are at leading”, (p.203)

  11. Part 5 – Enable Others to Act • Empowerment and the democratic style • Develops self-determination (autonomy) • Augments follower competence and confidence • Gives followers voice • Followers take accountability • “You can’t exhort people to take risks if they don’t also feel safe” (p.19) • Allowing people to fail is main strategy to combat escalation of commitment

  12. Part 6 – Encourage the Heart • Leaders gratify followers high-order needs • Esteem • Personal creative recognition • Valence – value an individual places on particular reward • Social, affiliation • Get to know your followers personally • LMX • Achievement • Pygmalion (p.283)

  13. Part 6 – cont.: encourage the heart • Celebrate and have fun • Do fun team-building activities • Develop relationships

  14. Part 7 – Leadership for Everyone • First, lead yourself • Choose to be a socialized leader everyday (say no to hubris) • Leadership is learned? • ABC – Theoretical model • Social learning & direct experience

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