Great Leadership (According to Kouzes and Posner)

1. Great Leadership(According to Kouzes and Posner) June 9, 2014

2. Announcements • Where are we? • Review 3 articles • Begin Kouzes and Posner • Where next? • Kouzes and Posner chapters 3-4 • Interview • Any news? MQM 382/Spring 2007

3. Managerial Interview • Must interview a manager • Ask one question • What are the most important skills for successful leadership today? • Submit a 2-3 page review of the interview • Incorporating relevant semester readings as appropriate MQM 382/Spring 2007

4. A Review • Northouse argues that the Kouzes and Posner framework is part of the transformational leadership approach MQM 382/Spring 2007

5. James McGregor Burns [Transforming] leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality. . . transforming leadership ultimately becomes moral in that it raises the level of human conduct and ethical aspiration of both leader and led, and thus it has a transforming effect on both. MQM 382/Spring 2007

6. James McGregor Burns I define leadership as leaders inducing followers to act for certain goals that represent the values and motivations—the wants and needs, the aspirations and expectations—of both leaders and followers. . . Leaders address themselves to followers’ wants, needs, and other motivations, as well as to their own. James McGregor Burns, Leadership MQM 382/Spring 2007

7. Key Points Transformational leadership is based on behaviors (styles) that create engagement between the leader and others. “It creates a connection between that raises the level of motivation” (Northouse, p. 176) “Transformational leaders motivate others to do more than they originally intended and often even more than they thought possible. Such leaders set more challenging expectations and typically achieve higher performances. They broaden and enlarge the interests of those whom they lead. They motivate others to go beyond individual self-interests for the good of the group, organization, or society. Transformational leaders address each follower’s sense of self-worth in order to engage the follower in true commitment and involvement in the effort at hand.” MQM 382/Spring 2007

8. Why Does Transformational Leadership Matter? Motivates workers to higher levels of effort and performance by • Raising followers’ awareness of the importance and value of goals • Leading followers to transcend own self interest for the interest of the group • Moving followers to address higher-level needs MQM 382/Spring 2007

9. Five Essential Practices of Leadership • Model the way • Find your voice • Set the example • Inspire a shared vision • Envision the future • Enlist others • Challenge the process • Search for opportunities • Experiment and take risks • Enable others to act • Foster collaboration • Strengthen others • Encourage the heart • Recognize contributions • Celebrate the values and victories MQM 382/Spring 2007

10. Model the way Find your voice Set the example Inspire a shared vision Envision the future Enlist others Challenge the process Search for opportunities Experiment and take risks Enable others to act Foster collaboration Strengthen others Encourage the heart Recognize contributions Celebrate the values and victories Idealized influence Inspirational motivation Intellectual stimulation Individualized consideration Kouzes and Posner -- Bass MQM 382/Spring 2007

11. The Key Question Why do this practices make a difference? • Leaders are use the five practices are more effective • Get more done, foster more loyalty, increase levels of motivation, reduce absenteeism and turnover • They “make a difference” MQM 382/Spring 2007

12. The Answer “Constituents look for leaders who demonstrate an enthusiastic and genuine belief in the capacity of others, who strengthen people’s will, who supply the means to achieve, and who express optimism for the future. Constituents want leaders who remain passionate despite obstacles and setbacks. In uncertain times, leaders with a positive, confident, can-do approach to life and business are desperately needed. Without hope there can be no courage—and this is not the time or place for the timid. This is the time and place for optimism, imagination, and enthusiasm. Leaders must summon their will if they are to mobilize the personal and organizational resources to triumph against the odds. Hope is essential to achieving the highest levels of performance. Leadership is not an affair of the head. Leadership is an affair of the heart.” MQM 382/Spring 2007