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Jim Kouzes - The Leadership Challenge
 

Jim Kouzes - The Leadership Challenge

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On Monday, September 10, 2012, Jim Kouzes, renowned leadership guru, presented his latest findings from his 25th anniversary, 5th edition book, The Leadership Challenge to a full house co-hosted by ...

On Monday, September 10, 2012, Jim Kouzes, renowned leadership guru, presented his latest findings from his 25th anniversary, 5th edition book, The Leadership Challenge to a full house co-hosted by UCSC Extension Silicon Valley and SBODN, the South Bay Organization Development Network.

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    Jim Kouzes - The Leadership Challenge Jim Kouzes - The Leadership Challenge Presentation Transcript

    • South Bay OD Network September 10, 2012 Jim Kouzes© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―…individual leadershave little or no impacton the organizationsthey lead.‖Gautam MakundaIndispensable: When Leaders Really Matter© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • "Everything you need to be asuccessful leader you alreadyhave: your intelligence to see anissue and a way to fix it, yourheart to stay motivated, andyour courage not to give up."Melissa Poe Hood, Women of Distinction honoree© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―…maybe someonelike myself doeshave the possibilityof being a leader.‖D. R. email to Jim Kouzes, May 21, 2010© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Objectives1. Explain the impact of demographics on workplace engagement.2. Explain the impact leader behavior has on engagement and performance.3. Discuss The Five Practices of Exemplary Leadership® and their impact on engagement.4. Define the quality that forms the foundation of all leadership.5. Discuss what it takes to become the best.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Engagement 1 and Leadership© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Three Minute Drill1. What words or phrases come to mind that describe an engaged workforce.2. Discuss and be ready to share 3 or 4.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―(Engagement is) a heightenedemotional connection that theemployee feels for his/herorganization, that, in turn,influences him/her to applyadditional discretionary effort tohis/her work.‖The Conference Board―Employee Engagement in a VUCA World,‖ 2011© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―Engagement involvesinvesting the hands,head, and heart inactive, full workperformance.‖Bruce Rich, Jeffrey LePine, Eean CrawfordAcademy of Management Journal© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Kouzes & Posner’s PositiveWorkplace Attitudes Measure1. 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.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • What Explains WhyConstituents are Engaged?1. Who they are? or2. How their leader behaves?© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Who Constituents Are1. Age 6. Position2. Gender 7. Function3. Country 8. Industry4. Education 9. Size of org‘n5. Tenure© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • How Their Leader Behaves• Model the Way• Inspire a Shared Vision• Challenge the Process• Enable Others to Act• Encourage the Heart© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Explaining Engagement (PWA)Who Constituents Are 0.2%How Leaders Behave 27.7%© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Explaining Committed/Engaged Workforce35 32.4 30.1 29.630 27.8 27.725 United States20 Europe Asia Pacific15 Latin America10 Australia 5 2.3 0.2 0.2 0.2 0.3 0 Demographics Leadership© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • PWA and LPI Scores Low Moderate High PWA PWA PWA• Model 42.16 47.16 51.40• Inspire 39.69 44.18 49.20• Challenge 40.14 45.12 49.47• Enable 45.25 49.81 53.39• Encourage 40.85 46.25 51.01 © James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Despite people‘sdifferences, theirworkplace engagementis a result of how theirleaders behave!© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • The more frequentlyleaders demonstrate eachof The Five Practices ofExemplary Leadership themore engaged people arein their workplaces.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • The Bottom Line Strongly Weakly Practiced Practiced Net Income Growth 841% -49% Stock Price Growth 204% 76% Source: Richard Roi, Crawford International© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • The question is not,"Will I make adifference?―The question is, "Whatdifference will I make?"© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • The Five 2 Practices of Exemplary Leadership© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • © James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Kouzes & Posner Research• Over 30 years of collecting data• Over 5,000 individual cases studied• Over 3 million survey respondents• Global data from 72 countries• Over 500 research studies by others• www.leadershipchallenge.com© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Tell us about a timewhen you were atyour personal bestas a leader.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • The Five Practices ofExemplary Leadership®• Model the Way• Inspire a Shared Vision• Challenge the Process• Enable Others to Act• Encourage the Heart© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Model 3 The Way© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Clarify values by finding your voice and affirming shared values. Set the example by aligning actions with shared values.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―In order to become aleader…it‘s important thatI first define my valuesand my principles.‖Olivia Lai, Hong Kong University of Science and Technology© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Employee Commitment HIGH Clarity about 4.87 1 2 6.26 organization‘s 4 3 values 4.90 6.12 LOW LOW HIGH Clarity about my values© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Clear Leadership PhilosophyLeaders 25% more engagedConstituents 40% more engaged© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―Credibility is the foundationof leadership…If you don‘tbelieve in the messenger,you won‘t believe themessage.‖Jim Kouzes and Barry Posner, The Leadership Challenge© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • What is credibilitybehaviorally? Howdo you know itwhen you see it?© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • DWYSYWD© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • © James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―(Organizations) where employeesstrongly believed their managersfollowed through on promises anddemonstrated the values theypreached were substantially moreprofitable than those whosemanagers scored average or lower.‖Tony Simons, Cornell University, The Integrity Dividend© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Inspire a 4 Shared Vision© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Envision the future by imagining exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―So, Jim,where doyou seeyourselfin tenminutes?‖© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Forward LookingIn Leaders 71%In Colleagues 27%© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • © James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―Leadership is more thaninfluence. It is about remindingpeople of what it is we aretrying to build — and why itmatters. It is about painting apicture of a better future.‖Michael Hyatt, CEO, Thomas Nelson© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―Imagine your own careerten years out, and dreamof a position that servesyou well…Create your ownposition. Create our future.‖Nancy Sullivan, vice president of Disability Benefits, Trustmark Companies© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Envision and EnlistConstituents 25% more engagedLeaders 50% more effective© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Challenge 5 The Process© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve. Experiment and take risks by constantly generating small wins and learning from experience.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―If you have not enduredthe most difficult, youcannot become the mostsuccessful.‖Saying taped to Joe Barsi‘s computer© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―The similarity that moststuck out…was how eachperson had to overcomeuncertainty and fear inorder to achieve his orher best.‖Katherine Winkel, Seattle Genetics© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―Everyone can make adifference if she or hedares to step out to seizethe opportunity and takethe initiative.‖Sam Liu, Manager, Shuttle Truck Operations, Hong Kong© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • © James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Feeling and Seeking ChallengeConstituents 25%-35% more engagedLeaders 50% more effective© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Enable 6 Others to Act© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Foster collaboration by building trust and facilitating relationships. Strengthen others by increasing self- determination and developing competence.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • © James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―..it‘s all about fosteringcollaboration and buildingspirited teams – activelyinvolving others, creating anenvironment of mutual trustand respect.‖Cora Carmody, SVP, Jacobs Engineering© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―Most importantly, the level of trust subordinates had in their leaders determined the amount of leader influence subordinates accepted.‖P.J. Sweeney, V. Thomson, & H. Blanton, Journal of Applied Social Psychology 2009. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • The Name of the GameMakes A Big Difference!Community Game 70%Wall Street Game 30%© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―We are all human, and we needto treat people respectfully. Ilisten to what people have to sayso that I know what is going on intheir heads and hearts. Only thencan I work with them to improve.‖Sinisa Ljujic, Christie Digital© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Enable Others to ActConstituents 30% more engagedLeaders 60% more effective© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Encourage 7 The Heart© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Recognize contributions by showing appreciation for individual excellence. Celebrate the values and victories by creating a spirit of community.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Do you need encouragementto perform at your bestWhen you get encouragement,does it help you perform at ahigher level?© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―They want to know that Ivalue them. That I think theyare doing a great job. Andthat I am not taking theircontribution for granted.‖Jane Binger, executive director of leadership developmentLucille Packard Children‘s Hospital at Stanford University© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―No one would come to yourcube and talk to you aboutwhat you had achieved…Itdidn‘t make me or anyoneelse very excited aboutgetting the reward.‖Maurice Chan, engineer, telecommunications company, Hong Kong© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―He showedthat he cared.‖Jade Liu, Ambition Group, referring to Guy Day, managing director© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • The Highest Performing Leaders• Are more open and caring,• Express more affection,• Demonstrate more passion,• Are more positive, and• Are more grateful and encouraging …than lower performers© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―The first core truth aboutpositive emotions is that theyopen our hearts and ourminds, making us morereceptive and more creative.‖Barbara FredricksonUniversity of North Carolina, Chapel Hill, Author of Positivity© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Magic Ratio 3 :1© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • © James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Benefits of CelebratingAccomplishmentsConstituents 26% more engagedLeaders 31% more effective© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • The Five Practices ofExemplary Leadership® • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Going 8 Forward© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―Better learners …consistently engaged inleadership practices morefrequently than those in thelow learning category.‖Lillas Brown and Barry Posner© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―Two hours per day ifyou want to stay thesame. More if you wantto get better.‖Glenn Michibata, head coach, Mens Tennis, Princeton University© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―The development ofexpertise requirescoaches who are capableof giving constructive,even painful, feedback.‖Source: K. Anders Ericsson, Michael J. Prietula, and Edward T.Cokely, HarvardBusiness Review.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • © James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―Where do I start becoming abetter leader? …. I found thatevery day I had anopportunity to make a smalldifference.‖Sergey Nikiforov, CA Technologies© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―I could have coached someonebetter, I could have listenedbetter, I could have been morepositive toward people, I couldhave said ‗thank you‘ more often,I could have…the list just wenton.‖Sergey Nikiforov, CA Technologies© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • ―Saying ‗yes‘ beginsthings. An attitude of ‗yes‘is how you will be able togo forward in theseuncertain times.‖Michael Hogan, University of Illinois© James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • Are you readyto say “yes”to leadership? © James M. Kouzes & Barry Z. Posner. All Rights reserved.
    • For more information about The Leadership Challenge and Jim and Barry visit: www.leadershipchallenge.com© James M. Kouzes & Barry Z. Posner. All Rights reserved.