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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.

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Presentation on theme: "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."— Presentation transcript:

1 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

2 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 Galvin Chairman, Executive Committee Motorola, Inc.

3 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. How We Learn

4 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Disengaged Workers

5 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

6 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Desired Characteristics of a Leader n Honest n Forward-looking n Competent n Inspiring

7 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Source Credibility n Trustworthiness n Expertise n Dynamism

8 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. The Five Practices of Exemplary Leadership ® n Model the Way n Inspire a Shared Vision n Challenge the Process n Enable Others to Act n Encourage the Heart

9 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Model the Way n Find your voice by clarifying your personal values. n Set the example by aligning actions with shared values.

10 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Inspire a Shared Vision n Envision the future by imagining exciting and ennobling possibilities. n Enlist others in a common vision by appealing to shared aspirations.

11 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Challenge the Process n Search for opportunities by seeking innovative ways to change, grow, and improve. n Experiment and take risks by constantly generating small wins and learning from mistakes.

12 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.

13 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Encourage the Heart n Recognize contributions by showing appreciation for individual excellence. n Celebrate the values and victories by creating a spirit of community.

14 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. How Zárate Enabled Others n Established new credo to live by: QWL = TPQ + TQC + LDS n Abolished reserved parking for executives n Eliminated time clocks n Eliminated quality-control inspectors n Eliminated job titles n Eliminated needless paperwork n Had work teams keep own attendance records n Reduced 7 layers of management to 4

15 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Results at Metalsa Before Questionable future 1 plant $23 million in domestic sales No exports 1,000 employees 10% rejection rate After Worldwide 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

16 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Shared Values Make a Difference n Less personal and job-related stress n That organizational policies are guided by ethical standards n That organizational goals are important n More personally successful n More committed to the organization and to key stakeholders n More willing to work harder and longer hours n Clearer about organizational values People feel:

17 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. The Impact of Values Clarity on Commitment High Low Clarity of Personal Values 4.9 Low Clarity of Organizational Values

18 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 !?

19 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. High Management Credibility n Be proud to tell others theyre part of the organization n Feel a strong sense of team spirit n See their own personal values as consistent with those of the organization n Feel attached and committed to the organization n Have a sense of ownership of the organization When constituents perceive their managers to have high credibility, they are more likely to:

20 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Low Management Credibility n Produce only if theyre watched carefully n Be motivated primarily by money n Say good things about the organization publicly, but criticize it privately n Consider looking for another job in tough times n Feel unsupported and unappreciated When constituents perceive their managers to have low credibility, they are more likely to:

21 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. DWYSYWD

22 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Inspire a Shared Vision n Envision the future by imagining exciting and ennobling possibilities. n Enlist others in a common vision by appealing to shared aspirations.

23 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. What Is a Vision? n Ideal n Unique n Image n Future oriented n Common purpose

24 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. When Visions Are Clear n Job satisfaction n Commitment and loyalty n Esprit de corps n Clarity about organizational values n Pride in the organization When executives effectively communicate the vision, people report significantly higher levels of:

25 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Imagine the Ideal We uplift peoples spirits!

26 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Intuit the Future n Read cutting-edge magazines n Notice popular games n Read articles, books and trends by futurists n Identify themes in talk shows, sitcoms and movies n Watch trends in the bestseller book list n Ask your team what trends they think the future holds

27 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Communicating a Vision n Metaphors n Examples n Word pictures n Theme songs n Quotations n Pictures n Analogies n Anecdotes n Slogans n Poetry n Humor n Symbols

28 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Use Outsight n Be open n Stay in touch n Step outside of boundaries

29 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Applaud Mistakes Blunder Bounty What blunder have you announced boldly lately??

30 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Approach Stress Positively High Stress, High Illness n Consider challenge taxing n Feel powerless n View change as a threat High Stress, Low Illness n Consider challenge interesting n Feel that they can influence the outcome of a situation n View change as an opportunity for development

31 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Expect the Best in Others n Set a high standard n Find people doing things right n Be creative n Make recognition public

32 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Link Performance and Rewards n Make sure people know what is expected of them n Provide feedback on performance n Reward only those who meet or exceed the standards

33 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Cheer Key Values n Put celebration on the schedule n Be spontaneous n Have fun

34 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.

35 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 cant be human anymore: Bob Haas telling people what to do. Its the ideas of a business that are controlling, not some manager with authority. Values provide a common language for aligning a companys leadership and its people. Bob Haas, Chairman, Levi Strauss

36 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

37 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

38 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. If you think its OK, then its probably right. Kim Greer, Vice President Property Services Household Credit Services

39 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

40 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 Fellow Center for Creative Leadership

41 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

42 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

43 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 Hegland Water Polo Team Captain

44 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. Leadership is not about being heroic. Its about inspiring people to believe that the problem can be solved by working together. Filip Morovich, Participant, Class Project

45 Copyright © 2005 James M. Kouzes & Barry Z. Posner. All rights reserved. When the process challenges you, challenge back. Allison Avon, Coordinator Schools Annual Fashion Show

46 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 leadersand the job got done! Peter Freeman, Participant, Work Team

47 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 Cornell Leader, Volleyball Team


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