Who is James M. Kouzes? James Kouzes is the Dean’s Executive Fellow of Leadership, Leavey School of Business at Santa Clara University. Mr. Kouzes is also a bestselling author, an award-winning speaker and, according to the Wall Street Journal, “one of the twelve best executive educators in the United States”. Mr. Kouzes is a global speaker on leadership focusing lectures on corporations, governments, and nonprofits. 2. Who is Barry Z. Posner? Barry Z. Posner is Accolti Professor of Leadership at the Leavey School of Business, at Santa Clara University.
He is a reputed scholar and researcher, a bestselling author, and an award-winning teacher and educator. Mr. Posner is regarded as one of the Top 50 Leadership Coaches in America, receiving several awards. 3. Why should we give credence to their findings? We should give credence to Posner and Kouzes for their findings because they are established, well-researched and highly regarded individuals who have made it their mission to educate individuals on how to be well rounded leaders. Their awards and popularity as speakers speaks volumes. 4. What is the purpose of The Leadership Challenge?
The purpose of The Leadership Challenge is educating and invigorating the leadership potential in any individual, no matter their position within a company. The challenge shows that leadership is a “measurable, learnable, and teachable set of behaviors”. 5. In what year was the 5th edition published? The 5th edition of The Leadership Challenge was published in July of 2012. 6. What is Kouzes and Posner’s (K&P) First Law of Leadership? Cite it and explain. Kouzes and Posner’s First Law of Leadership states “If you don’t believe in the messenger, you won’t believe the message. Credibility and personal integrity have an overall affect on business, whether it be with fellow employees, vendor partners or customers. To be an effective leader, one must demonstrate credible behavior and do the right thing for the business unit at all times. 7. What is K&P’s Second Law of Leadership? Cite it and explain. Kouzes and Posner’s Second Law of Leadership is “Do What You Say You Will Do. ” A good leader sets the example for following through, therefore not creating a bottleneck in meeting deadlines.
It is really about taking ownership and your team being confident in you following through with those duties. 8. K;P describe their book as “a field guide to take along your leadership journey. ” Explain. Using the book as a field guide to take along the leadership journey is suggestive that leadership is something that is ever-evolving and can always be improved upon if a person is willing to look within themselves and make continuous improvements. 9. K;P define leadership as “an observable, learnable set of practices. ” Explain.
Leadership was defined as “an observable, learnable set of practices” because the two believe that at some point in every person’s life they must be a leader, whether it is at work, home or in another arena. A person is able to improve in leadership by observing others, educating themselves and then putting those learned activities into practice to become a better leader. 10. What is the role of credibility in leadership? Credibility is the foundation of leadership. “If people don’t believe in the messenger, they won’t believe the message”. Credibility takes time to form and it is not easily changed.
So a leader must show credible behavior to create a solid building block for success. 11. Does it make any difference whether people perceive their immediate manager to have high or low credibility? It makes an enormous difference if people perceive their immediate manager to have high or low credibility. If the perception is low credibility it affects everything from morale to productivity. If a company is choosing a leader that portrays low credibility they should reconsider their model as this is the front face of their business unit. 12. What is charisma?
Charisma is best described as an exceptional quality displayed by an individual that is accredited to influential persons who initiate enthusiastic commitment and interest from others. 13. What is vision? Vision is using ones imagination to form a thought, concept, or object. Having the ability to see something to plan in the future… 14. K&P write, “Visions are statements of destination. ” Explain When I think of the term “Visions are statements of destination” I imagine thinking of the future, setting goals and thinking of where I want to be, doing what, creating what, and developing that plan to get me there. 5. What are shared values and how do they make a difference? Shared values are policies and operating practices that increase the competitiveness of an organization. Shared values make a difference because creating them puts leadership focus on identifying and expanding the connections between all involved players. 16. K&P analyze Dr. Martin Luther King Jr. ‘s 1963 “I Have a Dream” speech delivered at the Lincoln Memorial in Washington DC. Why do they feel that ideals, souls and spirits are essential approaches to enlisting others (as demonstrated by Dr.
King in his speech)? They feel that ideals, souls and spirits are the essential approaches to enlisting others because enthusiasm and expressive conversation is best portreayed when a person feels deeply about something. This accompanies a deeper commitment and increased enthusiasm. This is the leader’s greatest allies. K;P explain leadership through Five Fundamental Practices of Exemplary Leadership common to all situations on pp 14-23 (also Table 1. 1 on p. 29). Understanding these “Five Practices” are a key to doing well in all your MG620 assignments. 17.
Define Model the Way and provide an example from your personal experience or previous reading. In the Model the Way practice, the leader makes the commitment to clarify their values and set the example for leadership and standards of excellence. 18. Define Inspire a Shared Vision and provide an example from your personal experience or previous reading. Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist 19.
Define Challenge the Process and provide an example from your personal experience or previous reading. Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities. 20. Define Enable Others to Act and provide an example from your personal experience or previous reading. Leaders foster collaboration and build spirited teams. They actively involve others.
Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful. 21. Define Encourage the Heart and provide an example from your personal experience or previous reading. Accomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments.