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Everyone is a Leader

Everyone is a Leader. 10-7-16 4 th Annual Fall Leadership Conference Ron Siers, Jr. Leadership. Think about a leader you admire. What did this person do that earned your admiration?. Research Findings. Research Findings. Leadership. Do we have a leadership crisis in our country?.

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Everyone is a Leader

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  1. Everyone is a Leader 10-7-16 4th Annual Fall Leadership Conference Ron Siers, Jr.

  2. Leadership Think about a leader you admire. What did this person do that earned your admiration?

  3. Research Findings

  4. Research Findings

  5. Leadership Do we have a leadership crisis in our country?

  6. Leadership Are leaders born or made?

  7. Leadership Do organizations have a lack of leadership bench strength?

  8. Leadership Do we have inhibiting assumptions for leadership?

  9. Leadership Do we fail to create environments for growth in leadership?

  10. Leadership Do we make learning leadership a daily habit?

  11. Leadership Do we know how to mobilize individuals to make extraordinary things happen within our organizations?

  12. Leadership Jim Kouzes & Barry Posner Santa Clara University 30 years of leadership research

  13. Question • What percentage of individuals believe we currently have a leadership crisis in our country? • 86% Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  14. Question • What percentage of organizations currently worry about a leadership pipeline? • 89% Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  15. Question • What is the average age that individuals receive professional development in leadership? • 42 Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  16. Question • What is the average age that individuals are placed within a supervisory position in organizations? • 32 Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  17. Question • What is the average age that individuals believe leadership development should begin? • 21 Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  18. Question • What is the percentage of individuals who have demonstrated nearly zero leadership skills and behaviors from a sample of over 2.5 million Leadership Practices Inventory assessments? • .00013% Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  19. 5 Myths of Leadership Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  20. 5 Myths of Leadership • The Talent Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  21. 5 Myths of Leadership 2. The Position Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  22. 5 Myths of Leadership 3. The Strengths Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  23. 5 Myths of Leadership 4. The Self-Reliance Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  24. 5 Myths of Leadership 5. The It-Comes-Naturally Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  25. 5 Fundamentals of Leadership Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  26. 5 Fundamentals of Leadership 1. Believe You Can Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  27. 5 Fundamentals of Leadership 2. Aspire to Excel 2026 Leader of the Year Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  28. 5 Fundamentals of Leadership 3. Challenge Yourself Curiosity Conversation Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  29. 5 Fundamentals of Leadership 4. Engage Support Encouragement Modeling Relationship People Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  30. 5 Fundamentals of Leadership 4. Engage Support Personal Board of Directors & Feedback Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  31. 5 Fundamentals of Leadership • Practice Deliberately • Practice regimen overseen by a teacher or coach. • Occurs outside one’s comfort zone with near-maximal effort, which is not usually enjoyable. • Involves well-defined, specific stretch goals. • Requires full attention & conscious actions. • Immediate feedback given. • Produces & depends on mental representations. • Building on or modifying fundamental skills and techniques. Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  32. 5 Fundamentals of Leadership 5. Practice Deliberately Characteristics of a Culture of Leadership Trust Opportunities for learning Support for risk and failure Models of Exemplary leadership Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  33. Daily Practice • Did I do my best to remain positive about my abilities today? • Did I do my best to focus on exciting future possibilities today? • Did I do my best to challenge & stretch myself today? • Did I do my best to learn from other people today? • Did I do my best to practice a new leadership skill today? Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  34. 5 Practices of Exemplary Leadership Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley

  35. Practice 1 of Exemplary Leadership • Clarify values by finding your voice & affirming shared values. • Set the example by aligning actions with shared values. Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley

  36. Practice 2 of Exemplary Leadership • Envision the future by imagining exciting & ennobling possibilities. • Enlist others in a common vision by appealing to shared aspirations. Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley

  37. Practice 3 of Exemplary Leadership • Search for opportunities by seizing the initiative & looking outward for innovative ways to improve. • Experiment and take risks by constantly generating small wins & learning from experience. Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley

  38. Practice 4 of Exemplary Leadership • Foster collaboration by building trust & facilitating relationships. • Strengthen others by increasing self-determination & developing competence. Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley

  39. Practice 5 of Exemplary Leadership • Recognize contributions by showing appreciation for individual excellence. • Celebrate the values & victories by creating a spirit of community. Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley

  40. Leaders Who Use The Five Practices: • Create higher-performing teams • Foster loyalty & greater organizational commitment • Enhance motivation & the willingness to work hard • Promote high degrees of involvement in schools • Increase fundraising results & expand gift-giving levels • Extent the range of their organization’s services • Increase retention, reduce absenteeism & turnover • Positively influence recruitment rates Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley

  41. Leaders is a Relationship It is the quality of the relationship that matters MOST when engaged in achieving extraordinary outcomes. Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley

  42. Leadership Practices Inventory

  43. Research Findings

  44. Research Findings • Age, gender, educational level, ethnicity, nationality, size of the organization, function, industry, & hierarchical level explain NEXT TO NOTHING about why people feel motivated, committed, & engaged in the workplace compared to …. • The impact explained by how they report and view the BEHAVIORS of their leaders. • The 5 Practices of Exemplary Leadership explain more than 30 times what is accounted for by ALL 9 individual & organizational demographic factors. Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  45. Research Findings • The context of leadership has changed dramatically in the last 30 years, yet the content of leadership has not changed. • The fundamental behaviors & actions of leaders have remained the same. Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  46. Question • Are leaders born or made? • All leaders are born … and so are you! Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

  47. Salisbury University A Maryland University of National Distinction SALISBURY

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