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South Bay                                                            OD Network                                           ...
―…individual leadershave little or no impacton the organizationsthey lead.‖Gautam MakundaIndispensable: When Leaders Reall...
"Everything you need to be asuccessful leader you alreadyhave: your intelligence to see anissue and a way to fix it, yourh...
―…maybe someonelike myself doeshave the possibilityof being a leader.‖D. R. email to Jim Kouzes, May 21, 2010© James M. Ko...
Objectives1. Explain the impact of demographics on   workplace engagement.2. Explain the impact leader behavior has   on e...
Engagement            1                                    and                                                 Leadership©...
Three Minute Drill1. What words or phrases   come to mind that describe   an engaged workforce.2. Discuss and be ready to ...
―(Engagement is) a heightenedemotional connection that theemployee feels for his/herorganization, that, in turn,influences...
―Engagement involvesinvesting the hands,head, and heart inactive, full workperformance.‖Bruce Rich, Jeffrey LePine, Eean C...
Kouzes & Posner’s PositiveWorkplace Attitudes Measure1.  My work group has a strong sense of team spirit.2.  I am proud to...
What Explains WhyConstituents are Engaged?1. Who they are?   or2. How their leader   behaves?© James M. Kouzes & Barry Z. ...
Who Constituents Are1. Age                                                      6. Position2. Gender                      ...
How Their Leader Behaves• Model the Way• Inspire a Shared Vision• Challenge the Process• Enable Others to Act• Encourage t...
Explaining Engagement (PWA)Who Constituents Are                                        0.2%How Leaders Behave             ...
Explaining Committed/Engaged Workforce35                                                                                 3...
PWA and LPI Scores                                                                Low     Moderate   High                 ...
Despite people‘sdifferences, theirworkplace engagementis a result of how theirleaders behave!© James M. Kouzes & Barry Z. ...
The more frequentlyleaders demonstrate eachof The Five Practices ofExemplary Leadership themore engaged people arein their...
The Bottom Line                                                            Strongly    Weakly                             ...
The question is not,"Will I make adifference?―The question is, "Whatdifference will I make?"© James M. Kouzes & Barry Z. P...
The Five            2                                    Practices of                                                 Exem...
© 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...
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 t...
Model            3                                    The Way© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Clarify values by                                                            finding your                                 ...
―In order to become aleader…it‘s important thatI first define my valuesand my principles.‖Olivia Lai, Hong Kong University...
Employee Commitment                                                            HIGH         Clarity about                 ...
Clear Leadership PhilosophyLeaders                                                     25% more engagedConstituents       ...
―Credibility is the foundationof leadership…If you don‘tbelieve in the messenger,you won‘t believe themessage.‖Jim Kouzes ...
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 th...
Inspire a            4                                    Shared Vision© James M. Kouzes & Barry Z. Posner. All Rights res...
Envision the future                                                            by imagining                               ...
―So, Jim,where doyou seeyourselfin tenminutes?‖© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Forward LookingIn Leaders                                                  71%In Colleagues                               ...
© 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...
―Imagine your own careerten years out, and dreamof a position that servesyou well…Create your ownposition. Create our futu...
Envision and EnlistConstituents                                                25% more engagedLeaders                    ...
Challenge            5                                    The Process© James M. Kouzes & Barry Z. Posner. All Rights reser...
Search for                                                            opportunities by                                    ...
―If you have not enduredthe most difficult, youcannot become the mostsuccessful.‖Saying taped to Joe Barsi‘s computer© Jam...
―The similarity that moststuck out…was how eachperson had to overcomeuncertainty and fear inorder to achieve his orher bes...
―Everyone can make adifference if she or hedares to step out to seizethe opportunity and takethe initiative.‖Sam Liu, Mana...
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Feeling and Seeking ChallengeConstituents                                                25%-35% more engagedLeaders      ...
Enable            6                                    Others to Act© James M. Kouzes & Barry Z. Posner. All Rights reserv...
Foster                                                            collaboration by                                        ...
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
―..it‘s all about fosteringcollaboration and buildingspirited teams – activelyinvolving others, creating anenvironment of ...
―Most importantly, the   level of trust subordinates   had in their leaders   determined the amount of   leader influence ...
The Name of the GameMakes A Big Difference!Community Game                                              70%Wall Street Game...
―We are all human, and we needto treat people respectfully. Ilisten to what people have to sayso that I know what is going...
Enable Others to ActConstituents                                                30% more engagedLeaders                   ...
Encourage            7                                    The Heart© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Recognize                                                            contributions by                                     ...
Do you need encouragementto perform at your bestWhen you get encouragement,does it help you perform at ahigher level?© Jam...
―They want to know that Ivalue them. That I think theyare doing a great job. Andthat I am not taking theircontribution for...
―No one would come to yourcube and talk to you aboutwhat you had achieved…Itdidn‘t make me or anyoneelse very excited abou...
―He showedthat he cared.‖Jade Liu, Ambition Group, referring to Guy Day, managing director© James M. Kouzes & Barry Z. Pos...
The Highest Performing Leaders• Are more open and caring,• Express more affection,• Demonstrate more passion,• Are more po...
―The first core truth aboutpositive emotions is that theyopen our hearts and ourminds, making us morereceptive and more cr...
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 ...
The Five Practices ofExemplary Leadership®                   • Model the Way                   • Inspire a Shared Vision  ...
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.‖Lilla...
―Two hours per day ifyou want to stay thesame. More if you wantto get better.‖Glenn Michibata, head coach, Mens Tennis, Pr...
―The development ofexpertise requirescoaches who are capableof giving constructive,even painful, feedback.‖Source: K. Ande...
© 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 ...
―I could have coached someonebetter, I could have listenedbetter, I could have been morepositive toward people, I couldhav...
―Saying ‗yes‘ beginsthings. An attitude of ‗yes‘is how you will be able togo forward in theseuncertain times.‖Michael Hoga...
Are you readyto say “yes”to leadership?  © James M. Kouzes & Barry Z. Posner. All Rights reserved.
For more information                                                            about The Leadership                      ...
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Jim Kouzes - The Leadership Challenge

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.

Jim Kouzes - The Leadership Challenge

  1. 1. South Bay OD Network September 10, 2012 Jim Kouzes© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  2. 2. ―…individual leadershave little or no impacton the organizationsthey lead.‖Gautam MakundaIndispensable: When Leaders Really Matter© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  3. 3. "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.
  4. 4. ―…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.
  5. 5. 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.
  6. 6. Engagement 1 and Leadership© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  7. 7. 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.
  8. 8. ―(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.
  9. 9. ―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.
  10. 10. 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.
  11. 11. What Explains WhyConstituents are Engaged?1. Who they are? or2. How their leader behaves?© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  12. 12. 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.
  13. 13. 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.
  14. 14. Explaining Engagement (PWA)Who Constituents Are 0.2%How Leaders Behave 27.7%© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  15. 15. 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.
  16. 16. 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.
  17. 17. Despite people‘sdifferences, theirworkplace engagementis a result of how theirleaders behave!© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  18. 18. 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.
  19. 19. 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.
  20. 20. The question is not,"Will I make adifference?―The question is, "Whatdifference will I make?"© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  21. 21. The Five 2 Practices of Exemplary Leadership© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  22. 22. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  23. 23. 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.
  24. 24. Tell us about a timewhen you were atyour personal bestas a leader.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  25. 25. 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.
  26. 26. Model 3 The Way© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  27. 27. 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.
  28. 28. ―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.
  29. 29. 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.
  30. 30. Clear Leadership PhilosophyLeaders 25% more engagedConstituents 40% more engaged© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  31. 31. ―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.
  32. 32. What is credibilitybehaviorally? Howdo you know itwhen you see it?© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  33. 33. DWYSYWD© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  34. 34. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  35. 35. ―(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.
  36. 36. Inspire a 4 Shared Vision© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  37. 37. 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.
  38. 38. ―So, Jim,where doyou seeyourselfin tenminutes?‖© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  39. 39. Forward LookingIn Leaders 71%In Colleagues 27%© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  40. 40. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  41. 41. ―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.
  42. 42. ―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.
  43. 43. Envision and EnlistConstituents 25% more engagedLeaders 50% more effective© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  44. 44. Challenge 5 The Process© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  45. 45. 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.
  46. 46. ―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.
  47. 47. ―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.
  48. 48. ―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.
  49. 49. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  50. 50. Feeling and Seeking ChallengeConstituents 25%-35% more engagedLeaders 50% more effective© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  51. 51. Enable 6 Others to Act© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  52. 52. 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.
  53. 53. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  54. 54. ―..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.
  55. 55. ―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.
  56. 56. The Name of the GameMakes A Big Difference!Community Game 70%Wall Street Game 30%© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  57. 57. ―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.
  58. 58. Enable Others to ActConstituents 30% more engagedLeaders 60% more effective© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  59. 59. Encourage 7 The Heart© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  60. 60. 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.
  61. 61. 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.
  62. 62. ―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.
  63. 63. ―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.
  64. 64. ―He showedthat he cared.‖Jade Liu, Ambition Group, referring to Guy Day, managing director© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  65. 65. 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.
  66. 66. ―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.
  67. 67. Magic Ratio 3 :1© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  68. 68. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  69. 69. Benefits of CelebratingAccomplishmentsConstituents 26% more engagedLeaders 31% more effective© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  70. 70. 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.
  71. 71. Going 8 Forward© James M. Kouzes & Barry Z. Posner. All Rights reserved.
  72. 72. ―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.
  73. 73. ―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.
  74. 74. ―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.
  75. 75. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  76. 76. ―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.
  77. 77. ―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.
  78. 78. ―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.
  79. 79. Are you readyto say “yes”to leadership? © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  80. 80. For more information about The Leadership Challenge and Jim and Barry visit: www.leadershipchallenge.com© James M. Kouzes & Barry Z. Posner. All Rights reserved.

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