THE LEADERSHIP CHALLENGE There have been many storied examples of individual leaders and their leadership perspectives expressed in the chapters of this book / study “The Leadership Challenge” by James Kouzes and Barry Posner. We all hear so much about leaders and their effects on society everyday through the news media and talk shows from around the world. These leaders are the larger than life Historical Personality, Heroic Figure, Politician, CEO, Military Commander, or Captain of Industry whose decisions have effected countless multitudes of people at some point in time. But these are not the leaders this book wished to focus upon. Instead the core element that has been underlined by the authors presentation is that they are interested in the ordinary individuals that appear to come from the normal ranks of society. “The Everyday Joe or Mary” so to speak! The ordinary Business Executive, Store manager, Sales Representative, Principle, Civil Service Administrator, or Athletic Coach to name but a few. It is these everyday leaders found in our society who effectively lead their subordinates successfully day after day and do a commendable job, who we want to take example from.
EVERY PERSPECTIVE LEADER MUST CONSIDER What is meant by the statement “leadership is everyone’s business”? Can this not be true? What are some things that can be done to improve in each leadership practice? What are some applications of these to your own leadership development? What are some things that you can do to continue learning to be a better leader? What are some specific ways you can apply your learned qualities to your own leadership development? How is it that leadership is an affair of the heart?
PART 7: LEADERSHIP FOR EVERYONE It is in this last section of the book Chapter 13 – “Leadership Is Everyone’s Business” That I wish to focus upon. It is this final chapter that the authors bring together the main points of the book and summarize the leadership aspects that they feel are so crucial in effective leadership by the common individual. The primary question “Can leadership be taught?” The authors firmly answer “Yes“! It is their desire, both in studying and writing about leadership, to work with those who share a belief that there is a leader within each person, striving to make a difference. It is the responsibility of each of us to foster the belief, that we all can be a leader if given the right set of circumstances. It is up to us to promote the self-confidence necessary to step forward, and build the required skills to become a positive force in our own place / space in this world.
LEADERSHIP FOR EVERYONE (Continued) The authors repeat the fundamental truth mentioned at the beginning of the book: Leadership is everyone’s business. Many of the leaders they studied didn’t initiate their personal-best leadership projects. None of us knows our true strength until we are challenged. There are two persistent myths about leadership: 1. First, is that only a few people have the innate personality characteristics to become leaders. 2. Second, that leadership is a position. But, in retrospect leadership is an observable set of skills and abilities that anyone can learn, given the motivation, desire, practice, feedback, role models, and coaching.
LEADERSHIP FOR EVERYONE (Continued) Leaders Make A Difference Almost everyone can name at least one leader who has genuinely influenced them—a famous figure from history, a contemporary role model, or, more often, someone close to them who helped them learn. Historian Arthur M. Schlesinger Jr. has said, “The very concept of leadership implies [that] individuals make a difference to history.” The authors’ research demonstrates that leaders who use The Five Practices frequently have a positive influence on others in the organization. They are seen as better leaders. People working with them feel more satisfied with their actions, and they feel more committed, excited, energized, influential, and powerful with a desire to succeed at their daily work assignments.
LEADERSHIP FOR EVERYONE (Continued) Leadership Development Is Self-Development It’s about leading out of what is already in your soul and liberating the leader within you. Through self-development comes the confidence to lead. Learning to lead is about discovering what you care about and value, what inspires and challenges you. Leaders must honestly answer difficult questions about themselves and learn as much as they can about the political, economic, social, moral, and artistic forces that affect their organization. The authors cite John Gardener’s four moral goals of leadership: releasing human potential; balancing the needs of the individual and the community; defending the fundamental values of the community; and instilling in individuals a sense of initiative and responsibility. Attending to those goals will always direct the leader’s eyes to higher purposes. Developing as a leader begins with leading one’s self through a struggle with conflicting values. By clarifying the principles that govern their lives and the ends they seek, leaders give purpose to their daily decisions.
LEADERSHIP FOR EVERYONE (Continued) Contrasts And Contradictions There is no guarantee that The Five Practices work all the time, and with all people. Leaders make mistakes, and leadership virtues can become vices when they are taken to extremes. Humility is the only way to resolve the conflicts and contradictions of leadership. Exemplary leaders know that they can’t do it alone; using self-effacing humor and giving generous credit to others, they are able to get extraordinary things done. They also avoid allowing their work to consume them; instead, they get involved in the world around them. The best leaders are the best learners. The Secret To Success In Life The best-kept secret of successful leaders is love: staying in love with leading, with the people who do the work, with what their organizations produce, and with those who honor the organization by using its work. Leadership is an affair of the heart.
REFLECTIONS Leadership Is A Relationship Leadership is a relationship between those who aspire to lead and those who choose to follow. Success in leadership, business and life is a function of how well people work and play together, and success in leading depends on the capacity to build and sustain the human relationships that enable people to get extraordinary things done. The Five Practices Of Exemplary Leadership Ordinary people who guide others along pioneering journeys follow similar paths, marked by common patterns of action. When getting extraordinary things done in organizations, leaders engage in the Five Practices that are available to anyone who accepts the leadership challenge: Model the Way Inspire a Shared Vision Challenge the Practice Enable Others to Act Encourage the Heart
THE TEN COMMANDMENTS OF LEADERSHIP The behaviors that serve as the basis for learning to lead are embedded in The Five Practices: Model the Way 1. Find your voice by clarifying your personal values 2. Set the example by aligning actions with shared values Inspire a Shared Vision 3. Envision the future by imagining exciting and ennobling possibilities. 4. Enlist others in a common vision by appealing to shared aspirations. Challenge the Process 5. Search for opportunities by seeking innovative ways to change, grow, and improve. 6. Experiment and take risks by constantly generating small wins and learning from mistakes. Enable Others to Act 7. Foster collaboration by promoting cooperative goals and building trust. 8. Strengthen others by sharing power and discretion. Encourage the Heart 9. Recognize contributions by showing appreciation for individual excellence. 10.Celebrate the values and victories by creating a spirit of community.
FINAL THOUGHTS Once again “Leadership is about relationships, about credibility, and about what you do.” A leader should recognize that to direct reports, you are the most important leader. Leaders are to help problem solve, address concerns, and care about the values being executed. The relationships created through direct reports and leaders are imperative for success. Leadership can be learned. To become a better leader, you must be the positive force in the world and apply the skills and abilities of leadership to your position. Once again “The best-kept secret of successful leaders is love: staying in love with leading, with the people who do the work, with what their organizations produce, and with those who honor the organization by using its products and services”.
“Become the best leader you can be!” (BECAUSE) The legacy you leave is the life you lead. And leadership can be a powerful tool for good—whether leading a team or developing your individual potential to achieve your personal best. One should chart a course to a deeper sense of purpose and mission to serve.