leadership makes a difference

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  • James M. Kouzes & Barry Z. Posner

    Leadership Makes A Difference

  • After more than 30 years of extensive research,

    the evidence is conclusive:

    Leadership makes a

    difference .

  • Leadership matters to peoples 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.

  • 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.

  • Studies have found that when leaders are at their best, they:

    Model the Way

    Clarify values and set the

    example

    Inspire a Shared

    VisionEnvision the future and

    enlist others

    Challenge the Process

    Search for opportunities

    and experiment

    and take risks

    Enable Others to ActFoster

    collaboration and strengthen

    others

    Encourage the HeartRecognize

    contributions and celebrate

    the values and victories

  • 33%

    LEADER FOLLOWS THROUGH ON PROMISES AND COMMITMENTS HE / SHE MAKES

    % O

    F D

    IRE

    CT

    RE

    PO

    RTS

    WH

    O A

    GR

    EE

    TH

    AT

    MA

    NA

    GE

    ME

    NT

    IS T

    RU

    STE

    DLeaders 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 peoples trust in management. Trust drops precipitously as a leaders follow-through declines.

    20%

    54%

    74%

    Occasionally / Sometimes

    Seldom / Once In A While

    Fairly Often / Usually

    Very Frequently / Almost Always

    Almost Never / Rarely

    12%

  • 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%

    % O

    F D

    IRE

    CT

    RE

    PO

    RTS

    WH

    O A

    GR

    EE

    TH

    EY

    AR

    E M

    AK

    ING

    A D

    IFFE

    RE

    NC

    E

    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 In A While

    Fairly Often / Usually

    Very Frequently / Almost Always

    Almost Never / Rarely

  • 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.

  • Leaders make people proud.

    78%

    16%

    1% 1% 4%

    % O

    F D

    IRE

    CT

    RE

    PO

    RTS

    PR

    OU

    D T

    O T

    ELL

    OTH

    ER

    S TH

    EY

    WO

    RK

    FO

    R T

    HE

    IR O

    RG

    AN

    IZA

    TIO

    N

    LEADER GIVES PEOPLE A GOOD DEAL OF FREEDOM AND CHOICE IN DECIDING HOW TO DO THEIR WORK

    Occasionally / Sometimes

    Seldom / Once In A While

    Fairly Often / Usually

    Very Frequently / Almost Always

    Almost Never / 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.

  • 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.

  • 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

    http://www.leadershipchallenge.com/TLC6

  • 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).

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