Leader as Agent of Change


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Presents change agency as one of the core leadership competencies.

Published in: Economy & Finance, Business
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  • The reference to Matthew 20:25-28 don't really support the idea of "foster a performance-based culture" though.
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Leader as Agent of Change

  1. 1. The Leader as an Agent of Change Principles of Leadership Greg Waddell, DSL Credit Note: This slideshow is based largely on the 1995 edition of Kouzes and Posner’s The Leadership Challenge (San Francisco: Jossey-Bass).
  2. 2. The Leadership Challenge • Based on research that began in 1983. • Interviews with more than 1300 leaders. • Thousands more interviewed since publication in 1997. • A model of leadership behavior developed. • An instrument developed called the “Leadership Practices Inventory.” PM450SLeadership Principles 2
  3. 3. New Realities • Cynicism toward all Leaders • The Center of Power has Shifted • Information the new global commodity • Everyone is now connected • Yet, the world is more fragmented than ever • A new openness to spirituality PM450SLeadership Principles 3
  4. 4. Thesis of Kouzes & Posner “ The results of our research have been striking both in their refutation of the leader stereotype and in their consistency. Leaders do exhibit certain distinct practices when they’re doing their best. And this behavior varies little from industry to industry, profession to profession, community to community, country to country. Good leadership is an understandable and a universal process” (p. xxiii). PM450SLeadership Principles 4
  5. 5. Myth Reality Healthy organizations run smoothly and orderly. PM450SLeadership Principles 5
  6. 6. Myth Reality Healthy organizations Healthy organizations run smoothly and are like living orderly. organisms, constantly adapting and changing. PM450SLeadership Principles 6
  7. 7. Myth Reality Great leaders are rebels who courageously overthrow the established systems. PM450SLeadership Principles 7
  8. 8. Myth Reality Great leaders are rebels who Great leaders are those courageously overthrow the who know how to invoke established systems. people’s natural desire to adapt, grow and learn. PM450SLeadership Principles 8
  9. 9. Myth Reality Great leaders live and plan for today. PM450SLeadership Principles 9
  10. 10. Myth Reality Great leaders live and plan Effective leaders have a for today. long-range perspective. They set their focus beyond the present situation. PM450SLeadership Principles 10
  11. 11. Myth Reality Great leaders always forge a new vision. PM450SLeadership Principles 11
  12. 12. Myth Reality Great leaders always forge a Often, the most productive new vision. leaders are those who have taken an existing vision and turned into success. PM450SLeadership Principles 12
  13. 13. Myth Reality To retain their objectivity, leaders need to be distant detached; separating their emotions from their work. PM450SLeadership Principles 13
  14. 14. Myth Reality To retain their objectivity, Highly productive leaders leaders need to be distant often talk about their deep detached; separating their feelings of inspiration, emotions from their work. passion, joy, affection and even love. PM450SLeadership Principles 14
  15. 15. Myth Reality Leaders must be charismatic; they possess a special—almost miraculous—gift. PM450SLeadership Principles 15
  16. 16. Myth Reality Leaders must be Effective leadership has charismatic; they possess a little to do with the special—almost charismatic personality. miraculous—gift. Instead, it is the product of a commitment to the values and expected outcomes of the organization. PM450SLeadership Principles 16
  17. 17. Myth Reality The leader’s primary responsibility is to control resources, including time, money, materials, and persons. PM450SLeadership Principles 17
  18. 18. Myth Reality The leader’s primary The main responsibility of responsibility is to control the leader is to foster a resources, including time, performance-based culture money, materials, and through service and persons. example. (Matthew 20:25-28) PM450SLeadership Principles 18
  19. 19. Myth Reality Leadership is a lonely place to be. PM450SLeadership Principles 19
  20. 20. Myth Reality Leadership is a lonely place Effective leaders are in to be. constant communication with the people they lead. They are profoundly concerned for others and frequently use family-like terminology when they refer to their work team. PM450SLeadership Principles 20
  21. 21. Myth Reality Leaders need to detach themselves from the mundane work and concentrate on designing strategies and other “thinking” type of activities. PM450SLeadership Principles 21
  22. 22. Myth Reality Leaders need to detach Exceptional leaders themselves from the combine working and mundane work and thinking into one concentrate on designing continuous process. They strategies and other do not separate thinking “thinking” type of activities. from working. PM450SLeadership Principles 22
  23. 23. Myth Reality Leadership has to do with occupying a position of power. PM450SLeadership Principles 23
  24. 24. Myth Reality Leadership has to do with Leadership is not a occupying a position of position but a process. It power. involves attitudes and capabilities that carry the organization into productive change, regardless of one’s title or position. PM450SLeadership Principles 24
  25. 25. Myth Reality Leadership is only for a very select few. PM450SLeadership Principles 25
  26. 26. Myth Reality Leadership is only for a very Leadership is not select few. transmitted in our genes, nor is it a secret code that cannot be understood by the common people. It is a set of practices that can be observed and learned. PM450SLeadership Principles 26
  27. 27. The 5 Core Leadership Practices Challenge the Process Inspire a shared vision Enable others to act Model the way Encourage the heart
  28. 28. The Remainder of this Presentation Deals with the First Leadership Behavior Challenging the Process
  29. 29. Constantly Seeking Ways to Improve “ Leadership has about it a kinesthetic feel, a sense of movement. Leaders ‘go first.’ They’re pioneers. They begin the quest for a new order. They venture into unexplored territory and guide us to new and unfamiliar destinations.” ‒ Kouzes & Posner, p. 36 PM450SLeadership Principles 29
  30. 30. The Sigmoid Curve This is where the new vision should take form. Not here. PM450SLeadership Principles 30
  31. 31. Stimulating Intrinsic Motivation “ Intrinsic motivation is the impulse to accomplish a task that emanates from the satisfaction that is inherent in the task itself--as opposed to motivation through external rewards and punishments.” ‒ Thomas & Velthouse, 1990 PM450SLeadership Principles 31
  32. 32. Stimulating Intrinsic Motivation • By raising the bar • By loosening the controls • By giving people true ownership • By forging a shared mission, vision and values • By linking organizational and individual purpose PM450SLeadership Principles 32
  33. 33. The Paradox of Routines “ Routine work drives out nonroutine work and smothers to death all creative planning, all fundamental change.” ‒ Warren Bennis PM450SLeadership Principles 33
  34. 34. The Paradox of Routines “ Leaders must . . . destroy routines because routines get us into ruts, dull our senses, stifle our creativity, constrict our thinking, remove us from stimulation, and destroy our ability to compete. Once-useful routines sap the vitality out of an organization and cause it to atrophy. Yet some routines are essential to a definable, consistent, measurable, and efficient operation.” ‒ Kouzes & Posner, p. 44 PM450SLeadership Principles 34
  35. 35. Maintaining an Outward Focus “ When we take our eyes off the external realities, turning inward to admire the beauty of our own organization, we may be swept away by the swirling waters of change.” ‒ Kouzes & Posner, p. 47 PM450SLeadership Principles 35
  36. 36. Relevance for the Church By definition, effective Christian leaders are transformational. They constantly seek ways to help the church improve and adapt to a changing external environment.
  37. 37. Relevance for the Church Successful pastors and other church leaders must develop skills to help people navigate the paths of change.
  38. 38. Action Steps • Treat everything like an adventure. • Take everything as a departure point. • Question everything. • Evaluate all current processes. • Eliminate all unnecessary routines. • Teach people to think creatively. • Give people challenging tasks. • Go find something to fix. • Renew your leadership team. PM450SLeadership Principles 38