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Kouzes & Posner - Chapter 3 & 4


Chapter 3:

"People admire most those who believe strongly in something, and who are willing to stand up for their beliefs" (Kouzes & Posner, 2007, p. 46).

I believe it was Carmine in our last class (on 7.11.2012) who said that people will blindly follow someone who is able to convince them to do so.  This statement reiterates that comment.  If you are a leader and you hold true to your convictions, people will notice.  After noticing, people will begin to follow you because they will realize you are solid in your principles.  People want to be led by someone who has a foundation that will not crack or falter when it gets tested.


"If the words you speak are not your words but someone else's, you will not, in the long term, be able to be consistent in word and deed" (Kouzes & Posner, 2007, p. 49).

Over time, people will be able to see through the act you are putting on.  Not only will it result in you losing credibility, it will also result in people refusing to follow you.  "To become a credible leader you have to learn to express yourself in ways that are uniquely your own" (Kouzes & Posner, 2007, p. 57).  You need to be yourself, even if it is difficult sometimes; and it will be.  True integrity is showcased in times of hardship.  


"Leaders build on agreement.  They don't try to get everyone to be in accord on everything--this goal is unrealistic..." (Kouzes & Posner, 2007, p. 60).

I was happy to read this.  For many years, I have had no intention of pleasing everyone; but those who are open to improvements and betterment.  To be a leader is to realize that many times, you will not get a unanimous vote.  However, consensus is still important.  You do not have to get everyone to follow the herd, but you do have to get everyone to understand why the herd is heading in a particular direction.




Chapter 4:

"No one will believe you're serious until they see you doing what you're asking of others" (Kouzes & Posner, 2007, p. 75).

Do what you say and say what you do.  Walk the talk.  It seems so simple, yet so many people do not.  I have seen people command others to do things that they themselves refused to do.  I cannot understand how a leader honestly thinks people will follow him/her if that leader is not willing to do what he/she is asking from others.


"[Leaders] send signals by their presence and their absence" (Kouzes & Posner, 2007, pp. 79-80).

This is extremely important to remember "Sometimes leadership is just showing up" (Kouzes & Posner, 2007, p. 80)


"If you want people to act like citizens of a village you have to talk about them that way, not as subordinates in a hierarchy" (Kouzes & Posner, 2007, p. 82).

This is amazing!  I've heard several people say that you should not perform any worse if you dislike any aspect of your job.  You should do your best and take pride in what you do, no matter what the circumstances.  However, I can imagine that overtime disloyalty can have such impacts on people.  People may not even realize their drop in performance.  It may just be a natural cause as a result of a prolonged negative state.  This is both saddening and enlightening.




Summary:

Overall, I found these two chapters to be filled with information that I would have trouble remembering had I not written this blog.  There is much to learn about leadership and I hope to learn much from this book and this course.  While I realize the constant education required to maintain an effective leadership status, I would at least like to make steps in the right direction.



Citations:

Kouzes, J., & Posner, B. (2007). Clarify Values. The Leadership Challenge (4 ed., pp. 45-72). San Francisco: Jossey-Bass.

Kouzes, J., & Posner, B. (2007). Set The Example. The Leadership Challenge (4 ed., pp. 73-98). San Francisco: Jossey-Bass.

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