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Kouzes & Posner Overview

Kouzes & Posner Overview. Joyce Osland San Jose State University. Why is leadership a relationship?. #1 success factor in top jobs = relationships with subordinates Followers choose to willingly follow based on this relationship. Model the Way.

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Kouzes & Posner Overview

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  1. Kouzes & Posner Overview Joyce Osland San Jose State University

  2. Why is leadership a relationship? #1 success factor in top jobs = relationships with subordinates Followers choose to willingly follow based on this relationship

  3. Model the Way • Don’t ask anyone to do something you wouldn’t do • To effectively model the behavior you expect, you have to find your own voice and give voice to your values • To stand up for your beliefs, you have to know what they are • Requires relentless effort, steadfastness, competence, attention to detail • Consistent words and deeds

  4. “People follow first the person, then the plan” Does this seem valid?

  5. Inspire a Shared Vision • Live life backwards - the vision pulls them forward • Know constituents and speak their language • Very enthusiastic

  6. Challenge the Process • Change the status quo • Early adopters of innovation • Experimentation, risk, failure • Learning from success as well as failure

  7. Enable Others to Act • “We” not “I” • Foster collaboration and build trust • Make it possible for others to do good work and feel strong and capable • Focus on trust and teamwork

  8. Encourage the Heart • Excellence is very difficult • Visibly link rewards and performance

  9. Importance of Social Skills #1 Being able to see a situation from someone else’s point of view (perspective taking) #2 Getting along well with other people

  10. What values do you look foror admire in a leader? <75,000 people Honest – Evidenced in consistency between words and deeds Forward-looking – concern for the future, the ability to set or select a desirable destination toward which the organization should move. Competent – track record and ability to get things done. Experience and people skills correlate with success. Inspiring – enthusiastic, energetic, positive about the future. Leaders can provide followers with purpose and meaning in their lives and hope. Emotions are contagious so leaders must spark positive emotions.

  11. Source Credibility • Believability depends on: • perceived trustworthiness (honest) • Expertise (competent) • Dynamism (inspiring)

  12. THE FIRST LAW OF LEADERSHIP If you don’t believe in the messenger, you won’t believe the message.

  13. High Credibility Results in Employees Who Are: • Proud to tell others they’re part of the organization • Feel a strong sense of team spirit • See own personal values as consist with those of the organization • Feel attached and committed to the org. • Have a sense of ownership of the org.

  14. Low Credibility Results in Employees Who Are: • Produce only if carefully watched • Motivated primarily by money • Say good things about the organization publicly but criticize it privately • More likely to leave when org. problems occur • Feel unsupported and unappreciated

  15. DWYSYWD Do what you say you will do. Credibility

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