The quality of leadership you provide has a significant impact on the people you lead. After analyzing decades of research, Jim Kouzes and Barry Posner confirm this statement with some very compelling data. See how your leadership can positively—or negatively—make a difference.

1. James M. Kouzes
& Barry Z. Posner
Leadership
Makes A Difference

2. After more than 30 years
of extensive research,
the evidence is conclusive:
Leadership
makes a
difference.

3. Leadership matters to people’s
commitment at work,
their willingness to work hard
and take initiative, the meaning
they derive from their efforts,
and their overall ability to
perform beyond the ordinary.

4. Research clearly shows that exemplary leaders
have a positive effect on these outcomes—
as well as on other actions that enable people
to make extraordinary things happen.
Exemplary leaders bring out
the best in individuals,
teams, and organizations.

5. Studies have found that when
leaders are at their best, they:
Model
the Way
Clarify values
and set the
example
Inspire
a Shared
Vision
Envision the
future and
enlist others
Challenge
the Process
Search for
opportunities
and
experiment
and take risks
Enable
Others
to Act
Foster
collaboration
and strengthen
others
Encourage
the Heart
Recognize
contributions
and celebrate
the values
and victories

6. 33%
LEADER FOLLOWS THROUGH ON PROMISES
AND COMMITMENTS HE / SHE MAKES
%OFDIRECTREPORTSWHOAGREE
THATMANAGEMENTISTRUSTED
Leaders inspire trust.
© James M. Kouzes and Barry Z. Posner
There is a close
relationship between
the frequency that leaders
follow through on their
promises or commitments
and people’s trust in
management. Trust drops
precipitously as a leader’s
follow-through declines.
20%
54%
74%
Occasionally
/Sometimes
Seldom/
Once InAWhile
FairlyOften
/Usually
VeryFrequently
/AlmostAlways
AlmostNever
/Rarely
12%

7. The feeling of “making
a difference” at work
significantly increases as
leaders more frequently
show constituents that their
long-term interests can be
realized by enlisting in a
common vision. Leaders
help constituents see that
what they are doing is
bigger than they are and
that their work has meaning
and purpose.
90%
60%
6%
14%
30%
%OFDIRECTREPORTSWHOAGREE
THEYAREMAKINGADIFFERENCE
LEADER SHOWS OTHERS THAT THEIR LONG-TERM INTERESTS
CAN BE REALIZED BY ENLISTING IN A COMMON VISION
© James M. Kouzes and Barry Z. Posner
Leaders help people feel that
what they do is important.
Occasionally
/Sometimes
Seldom/
Once InAWhile
FairlyOften
/Usually
VeryFrequently
/AlmostAlways
AlmostNever
/Rarely

8. Leaders encourage people
to take initiative.
94% of direct reports are “willing to work hard” when
leaders very frequently or almost always challenge
them to try out new and innovative ways to do their work
compared to only 5% of direct reports when leaders almost never
or rarely challenge people.
By responding to the challenge, people feel a greater sense of
accomplishment and are more willing to act on opportunities to
take initiative and stretch themselves.

9. Leaders make people proud.
78%
16%
1% 1% 4%
%OFDIRECTREPORTSPROUDTOTELLOTHERS
THEYWORKFORTHEIRORGANIZATION
LEADER GIVES PEOPLE A GOOD DEAL OF FREEDOM
AND CHOICE IN DECIDING HOW TO DO THEIR WORK
Occasionally
/Sometimes
Seldom/
Once InAWhile
FairlyOften
/Usually
VeryFrequently
/AlmostAlways
AlmostNever
/Rarely
© James M. Kouzes and Barry Z. Posner
Leaders, in providing
direct reports with
freedom and choice
in deciding how to do
their work, dramatically
influence the pride
people report about
their organization.

10. Leaders create
a spirit of community.
People feel more connected
when their leaders provide a lot
of appreciation and support for
contributions. In fact, nearly 90%
of people feel a strong sense
of team spirit when their
leaders very frequently or almost
always engage in this behavior.
Conversely, less than a third of
people feel a sense of team spirit
under leaders who almost never or
rarely engage in this behavior.

11. Our research confirms that leadership
makes a difference. That difference
can be negative or it can be positive.
Which difference
do you want to make
through your leadership?
Discover more in the new edition
of The Leadership Challenge.
www.leadershipchallenge.com/TLC6

12. JIM KOUZES and BARRY POSNER have authored more than a
dozen award-winning leadership books, including the bestselling
book The Leadership Challenge. They have been working together
for more than 35 years studying leaders, researching leadership,
conducting leadership development seminars, and serving as
leaders themselves in various capacities.
Jim and Barry are on the faculty of the Leavey School of Business
at Santa Clara University (in the heart of Silicon Valley).