This is a summary in PowerPoint presentation format with notes of the five fundamental practices in Kouzes & Posner's leadership model showing their adaptability and continued relevance to today's environment using several companies including Starbucks, Southwest Airlines, Perot Systems, Healthways, Inc., and Sunmark Federal Credit Union as examples.
Leadership is the art of mobilizing others to want to struggle to accomplish shared aspirations. Leadership is not only about personality. It is more about leadership best practices (Kouzes & Posner, 2007).
The Leadership Challenge by James M. Kouzes and Barry Z. Posner explores five fundamental practices based on Kouzes and Posner's research into effective leadership. Kouzes and Posner found these five practices common to personal-best leadership experiences, especially when business leaders accomplished extraordinary things in organizations. Within these five practices are ten behaviors, or commitments necessary to the successful execution of each practice (2007).
This presentation will describe the Kouzes / Posner management model and demonstrate how its principles remain relevant to our organization by showing their successful application at other organizations.
According to Kouzes and Posner, "people first follow the person, then the plan"(2007). Modeling the way enables leaders to earn the right and the respect to lead through their individual involvement and action (Kouzes & Posner, 2007).
Exemplary Behavior - Set the example by behaving in ways that are consistent with shared values (Kouzes & Posner, 2007).
Small Wins - Achieve small wins that promote consistent progress and build commitment (Kouzes & Posner, 2007).
To behave in an exemplary way leaders must first find their voice by clarifying their personal values (Kouzes & Posner, 2007).
The next step is to set the example by aligning leadership actions with shared values (Kouzes & Posner, 2007).
Howard Schultz, chairman of Starbucks is the type of leader who achieves his effective leadership through being the corporate caregiver and truth teller (Meyers, 2005).
Although caring and benevolence are not always part of corporate change management teaching lore, they are the values that anchor Schultz's leadership philosophy as he looks for ways to build connections between Starbucks and its stakeholders through showing them that the company has heart and conscience. Schultz insists on telling the employees the absolute truth even about difficult topics such as off-shoring. Under Schultz's leadership Starbucks gives its baristas a "Green Apron Book" that urges them to "be genuine" and "be considerate." The company also strives to treat its coffee growers who often reside in poorer countries with dignity and buys their harvests at above-market prices (Meyers, 2005).
Leaders can see the finished result of a project in their mind's eye before it has begun. This is the vision. They also have the ability to convince others that achieving the vision will be the fulfillment everyone's hopes and dreams and for the common good (Kouzes & Posner, 2007).
Successful leaders are those who can envision a bright future and inspire others to achieve that vision (Kouzes & Posner, ...
This is a PowerPoint summary of the Kouzes and Posner leadership model showing its continued adaptability and relevance to today's business environment challenges.