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

2. Agenda Housekeeping (Assignments, emails, questions, etc.) Identify Modeling the Way in practice Appreciate and develop skills around Modeling the Way

3. LEADERSHIP PRACTICE ESSAY 1. Read Chapters 4-5 regarding Inspiring a Shared Vision in The Leadership Challenge. 2. Write an word essay providing examples from your workplace or life that illustrates this leadership practice in practice and provides clues about what you need to do to become a better leader.

4. “The only way a person can lead is if there are people willing to be led by them. Sure, you can force people to follow you, but if you want to be a true leader you need people to ‘want’ to follow you. The best way to do this is to have good credibility by always following through with what you say you’re going to do.” Ari Ashkenazi

5. “I learned that it is more difficult to lead by example than it sounds and that it is absolutely necessary.” Natasha Alexeeva

6. “Being a leader requires a lot of passion, enthusiasm, and positive energy. Confidence and believing in yourself is also critical before others can believe in you.” Vani Bhargava

7. “Looking back, if I wasn’t fully engaged in the idea and if I didn’t completely believe in the cause and what I was trying to achieve it would have been very difficult to lead anyone. Without passion there is no leader!” Chris Castaldini

8. Putting Model the Way Into Action What does your team want to share: a. Examples that best illustrate putting this leadership practice into action b. Lessons learned about using this leadership practice

9. Leaders DWYSYWD D o W hat Y ou S ay Y ou W ill D o

10. “As a leader it is never enough to just say how important teamwork is, but you also need to show people though personal actions. For example, almost every other day I would walk around the different departments and ask how they were doing on the project and if they need any help from me or other members of the team.” Horia Grosu

11. The First Law of Leadership “We will not believe the message if we don’t believe in the messenger.” Jim Kouzes and Barry Posner

12. “Leadership starts internally. You need to believe in what you’re trying to accomplish. You need to have confidence in your ability to get things done. You need to establish important values and be empathetic towards the people you’re trying to lead. Having a real understanding of yourself and your motivations are important to becoming an effective leader.” Deanna Bolio

13. Corollary to the First Law of Leadership “You can’t believe in the messenger if you don’t know what the messenger believes.” Jim Kouzes and Barry Posner

14. Employee Commitment Clarity about company’s values HL = 4.87HH = 6.26 LL = 4.90LH = 6.12 Clarity about my values Low High 1 2 3 4

15. As Clarity About Leadership Philosophy Increases… Leaders Constituents 25% more engaged 40% more engaged

16. Becoming More Self Aware Step 3: From your top 15, write the FIVE that are absolutely most important and a thought about WHY and how you put this value into practice. Step 2: Circle the 15 Personal Values that are most important to you. Step 1: Review the list of Personal Values (add any that are missing)

17. “My personal experience taught me that leading by example is more effective than leading by command. If people see that you work hard while preaching working hard, they are more likely to follow you.” Jiangwen Majeti

18. Let’s clap our hands. Let’s see if I can get everyone to clap together in perfect unison. “I’ll count to three, and right on the count of three, I want everyone to clap their hands together.”

19. “The model we set with our actions is far more powerful than anything we say!” Jim Kouzes and Barry Posner

21. Copyright © 2006 by James M. Kouzes and Barry Z. Posner. Please do not reproduce without express written permission. Align Actions with Values 1. How do you spend your time? 2. What do you talk about? 3. How do you handle mis- matches (critical incidents)? 4. What gets reinforced and who gets rewarded?

22. Align Actions with Values Calendars meetings/agendas daily schedule meals, special events deadlines Critical Incidents teachable moments dramatic actions important decisions

23. Align Actions with Values Stories anecdotes examples Language questions vision statement memos, letters & email

24. Align Actions with Values Measurements what gets rewarded feedback Rewards incentives, bonuses promotions praise

25. Copyright © 2006 by James M. Kouzes and Barry Z. Posner. Please do not reproduce without express written permission. Select one of your values. What evidence can you provide that this value is practiced or that the priority is significant? Are the signals very clear, somewhat mixed, or possibly fuzzy? Action Item

26. Pulling It Together: Model the Way Clarify values by finding your voice and affirming shared values. Set the example by aligning actions with shared values.

27. 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.