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 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.

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

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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 people’s trust in management. Trust drops precipitously as a leader’s 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

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WH

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A D

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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

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PR

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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

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).