1. Let’s continue to try out some new perspectives! Please take a seat in the classroom in a location that you do not normally sit in.

2. Social Psychology of Leadership Mgt 512 – Winter 2013 Barry Posner Accolti Endowed Professor of Leadership January 26, 2013

3. Agenda Housekeeping (Questions, Leadership Practices Essay assignments, etc.) Further lessons from Personal Best Leadership Experiences Learn how the Five Practices of Exemplary Leadership make a difference

4. LEADERSHIP PRACTICE ESSAY 1. Read Chapters 2-3 regarding Modeling the Way in The Leadership Challenge. 2. Write an essay providing examples from your workplace or life that illustrates this leadership practice in practice and provides clues about how you can become a better leader.

5. Model the Way Leadership Essay The essay will be about a 1,000 – 1,500 words and: (1) documents your conceptual understanding of Model the Way; (2) demonstrates your ability to link these concepts with experiences; AND, (3) applies this analysis and reflection to how you can be (become) an even better leader.

6. LEADERSHIP PRACTICE ESSAY a. What are the key ideas involved with this leadership practice (refer to the TLC chapters that address this)? b. What happened, and how does this situation (behaviors and actions) illustrate the principles involved in the leadership practice? c. What was the outcome (feeling and/or impact) – especially if you were personally involved yourself? d. What did you learn from these experience (reflection) and analysis that you can apply now to become an even better leader? Be prepared to share these insights with your colleagues.

7. “Leadership is not a designation. It is an attitude. An attitude that subconsciously translates to the action that resonates with your core beliefs. Each of us has a dormant leader within ourselves.” Girish Kumar

8. “Growing up, I assumed leaders had certain traits and qualities that I didn’t seem to have. I thought there were ‘natural’ leaders who were born to lead. I thought leadership was the description of what these people did…

9. “I would like to describe a situation where I found to my surprise, that I had those leadership traits. While I think we can learn to become better and more effective leaders, I think everyone has a history of leading.” Gowri Narayanaswami

10. “What I learned is that almost anybody can be a leader if the situation calls for it. I never considered myself a leader, but when I was needed to step up and take control of a situation, I was able to summon up the ability to lead.” Deanna Bolio

11. “I would tell others that they do not necessarily need to be in a position of leadership to be a leader. To be an effective leader, they have to believe in themselves, take risks, and challenge themselves to reach their full potential.” Janna Ciabattari

12. “I learned that leadership comes in different forms. You don’t necessarily have to be in senior management to be a leader. You can lead a team, a process or a project …. and influence without authority.” Sharmeen Hassan

13. “Believe in yourself and others will too. I would enforce the idea that any new challenge is a growth experience, and showing confidence in one’s self will help others accept your leadership role.” Sandria Tran

14. “Writing down and going through this personal best really helped me identify the areas for improvement and really reflect on how I was effective as a leader.” Horia Grosu

15. “There are thousands of secrets to help you become a successful leader. And the most guarded secret of all is that there is no magic secret for a successful leader.” Nipporn Limdulpaiboon

16. Leaders Make a Difference

17. “When we ask employees in great workplaces to describe what it is like to work there, they begin to smile…” Michael Burchell and Jennifer Robin

18. “…and they talk about how they are excited to get to work, and, at the end of the day, are surprised to discover that the day has already disappeared.” Michael Burchell and Jennifer Robin

19. “They share their belief that what they do matters in the organization—that their team or the organization would be less successful if it weren’t for their efforts.” Michael Burchell and Jennifer Robin

20. “(Engagement is) a heightened emotional connection that the employee feels for his/her organization, that, in turn, influences him/her to apply additional discretionary effort to his/her work.” The Conference Board

21. How would you measure engagement? What are the elements or dimensions you would want to tap into?

22. KOUZES & POSNER’s Positive Workplace Attitudes 1.My work group has a strong sense of team spirit. 2.I am proud to tell others that I work for this organization. 3.I am committed to this organization’s success.. 4.I would work harder and for longer hours if the job demanded it. 5.I am highly productive in my job. 6.I am clear about what is expected of me in my job. 7.I feel that my organization values my work. 8.I am effective in meeting the demands of my job. 9.Around my workplace, people seem to trust management. 10.I feel like I am making a difference in this organization.

23. (a) How their leaders behave? (b) Who people are and what they do? What Explains Why Constituents are Engaged (Positive Work Attitudes)?

24. Leadership Practices Inventory (LPI) Conceptually based upon The Five Practices of Exemplary Leadership 30 behavior–based statements 5 independent leadership scales (each with 6 statements) Responses range from 1 to 10 in terms of frequency of use Internal reliability >. 87

25. Who People Are and What They Do 1. Age 2. Gender 3. Educational Level 4. Functional Area 5. Hierarchical Level 6. Org’l Size 7.Length of Time with Company 8.Industry 9.Country

26. What percentage of people’s work engagement is accounted for by: 1. Less than 1% 2. 1% to 5% 3. 6% to 10% 4. 11% to 20% 5. 21% to 30% 6. More than 30% Leadership? Who people are and what they do? 1. Less than 1% 2. 1% to 5% 3. 6% to 10% 4. 11% to 20% 5. 21% to 30% 6. More than 30%

27. Empirical Analysis from the ONLINE LPI Over 2.1 million respondents in past 5 years 312,000 Leaders 1.8 million Observers (constituents) Respondents have the option of providing: Demographic information Workplace attitudes and feelings

28. PWA and LPI Scores  Model  Inspire  Challenge  Enable  Encourage Low Moderate 42.16 39.69 40.14 45.25 40.85 47.16 44.18 45.12 49.81 46.25 High 51.40 49.20 49.47 53.39 51.01

29. Demographics Leadership Explaining Engaged Workforce

30. COUNTRYDEMOGRAPHICSLEADERSHIP United States0.1%28.2% Europe0.3%31.4% Asia0.3%36.3% Latin America0.8%44.6% Middle East0.5%46.6% OVERALL0.1%29.8% Explaining Engaged Workforce

31. Demographics = 0.1% Leadership = 29.8%

32. The Bottom Line: Use The Five Leadership Practices! Strongly Weakly Practiced Net Income Growth 841% -49% Stock Price Growth 204% 76% Source: Richard Roi. Leadership, Corporate Culture, and Financial Performance (2006).

33. The more frequently leaders use The Five Practices the more their constituents report being engaged in the workplace.

34. People are people and despite their differences, their workplace engagement is a result of how their leaders behave!

35. Leadership Research Abstracts 1. What was the objective of your study? 2. What was the sample/setting? 3. How were constructs measured? 4. What were the findings? 5. What the implications from this research… for practicing leaders?

36. “It’s not about the leader’s personality; it is all about that person’s leadership behaviors.” Caroline Wang

37. Social Psychology of Leadership Barry Z. Posner Social Psychology of Leadership Barry Z. Posner Mgt 512 Winter 2013 © 2013. James M. Kouzes and Barry Z. Posner. All rights reserved. Please do not reproduce without express written permission.