"Enabling others to act is not just a practice or technique. it's a key step in a psychological process that affects individuals' intrinsic needs for self-determination" -- in short, treat employees as if their input is valued, and don't micromanage (Kouzes & Posner 2007: 265). You must model or "personify" the shared values, and not simply deploy a do as I say, not as I do approach and reward employees for meeting small goals along the way, not just the final goal (Kouzes & Posner 2007: 76). "Recognize contributions by showing appreciation for individual excellence," to encourage the heart -- celebrate individuals as well as the collective (Kouzes & Posner 2007: 26). Again, while difficult to disagree with, the newness of the paradigm seems less than awe-inspiring; unless you 'buy' that their methodological approach was particularly useful in creating a new assessment tool. But there also seems to be a lack of a real match between Kouzes and Posner's own extensive process of data accumulation, and their product, that of the nature of the Leadership Personality Inventory (LPI) itself, which they recommend to all organizations that use their leadership model. The LPI is a quantitative survey, without the additional benefit of interviews and anecdotes that helps flesh out a picture of what type of leadership strategy is being deployed, the type of qualitative research undertaken by Kouzes and Posner at the beginning of their research, upon which the model...
Their book contains some valuable examples of managers who took great personal initiative when leading, and these examples should be heeded by upper level management -- rather than simply hand down dictates, channeling the creativity and drive of employees with leadership qualities is essential.
According to a study by Nadler & Tushman, there are inter-personal connections that if made, can help a leader to gain even more commitment, loyalty, and effort from his/her team. These actions include expressing personal support and commitment to others, empathizing with others, energizing others, and expressing confidence in others (Williams, 1998, p.211). If these actions were employed along with the top-down approaches of Kouzes and Posner, then the
Tommy Franks Leadership Selection of the Leader Definition of Leadership by General Tommy Franks Leadership Philosophy of General Tommy Franks Learning to Lead Analyzing Strengths and Weaknesses Using Leadership Challenge Model Strengths Weaknesses Leadership Adventures of General Tommy Franks Using Kouzes and Posner Leadership Framework Model the Way Inspire a Shared Vision Challenge the Process Enable others to act Encourage the Heart Enhancing the Effectiveness in Leadership Learning From the Experience of General Tommy Franks Take the Challenge Accept the Opportunity Learn to lead with General Tommy Franks This paper
The second leadership attribute analyzed in this paper is that of creating and sustaining a shared vision. Of all attributes of any leader this is one of the more challenging to continually achieve as it requires the continual focus on aligning the vision of the organization and the skills required to accomplish them with the unique skill sets of individuals and their talents (Kouzes, Posner, 2009). What a sustainable vision
Leadership Self-Assessment Exam Attributes The leadership assessment test discussed within this document was for a college student, who is in the final stages of securing an undergraduate degree. The student also works in a part-time capacity in the health care industry. The leadership assessment was conducted with feedback from both a supervisor and colleagues of the student. The student was born in America but is presently located in Australia, and wants
What is the authors' definition of leadership or ideas about what they believe it to be? The authors believe that a leader, first of all, has followers. And that leaders are defined by their followers. The followers follow because they trust the leader, and the relationship between those who want to lead and those who are inspired enough to follow that leader must be constantly attended to, nurtured, and re-energized.
Team Excellence EMPOWERING, NURTURING Strengthening Others for Team Excellence Overview of Concepts The first concept is transformational leadership, which is rooted on the ability to inspire and motivate (Northouse, 2013; Abu-Tineh et al., 2009). First introduced by Max Weber in 1948 and broadened by Sir McGregor Burns in the 70s, it connects charisma and leadership. It is woven around the four key concepts or styles, or the four I's, namely, idealized influence, inspirational motivation,
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