Kouzes & Posner - Chapters 1 & 2

As a way to remember what I've read, and simultaneously verify that I am indeed reading, I am going to do my best to create a post for the assigned chapters.  What I write here may very well be reiterated in future papers and/or discussions; whether in class, on paper, or online.  While reading, I highlighted many parts that I found significant.  I will discuss three from each chapter:

Chapter 1:

"Leadership can happen anywhere, at anytime." (p8)

While this may seem obvious, it is often overlooked.  When people think of a leader, they generally think of a CEO.  While CEOs are themselves leaders, leaders exist in every one of us.  Situations and circumstances bring out the leadership in many people and the lack of leadership in others.  "Leadership is an identifiable set of skills and abilities that are available to all of us." (p23)  Meaning, we all have what it takes.  Problem is, we are all not ready to step up to the plate.  All that holding true, it is still good to affirm that leadership is indeed not restricted to the business realm.

"Claire puts her staff first, knowing that they are the ones that ultimately determine the reputation of the company." (p11)

I see this as a common problem across all industries.  Speaking with people in different levels of organizations, I consistently get the message that they are mistreated.  The "leaders" of companies, though not all companies, care more about themselves and higher revenues than staff.  What amazes me is that these leaders would have nothing if it were not for the staff that they treat so poorly.  I cannot understand why, or how, a leadership style that is anything OTHER than what Claire does is one that anyone can justify.

"In some ways, leaders live their lives backward." (p17)

This means that leaders envision the end result first and work backward from there.  I do this almost everyday when I envision the future.  Does this make me a leader?  No.  But it does prove that I have at least one characteristic of a leader.  That, to me, is a step in the right direction.  Leaders having this "big picture" mentality is a great way to influence others.  Sometimes people have trouble seeing the end result of all their efforts.  A leader who can clearly paint that picture, with enthusiasm, is one that will motivate a team to achieve it.

Chapter 2:

"If a leader displays no passion for a cause, why should anyone else?" (p34)

I could not agree more with this question.  It amazes me how leaders want people to do things that they themselves either do not care for or do not want to do.  It seems quite simple that if you want to motivate your "constituents" you must be motivating.  The book also mentioned how a leader must be genuine, as surface acting is identified as such and results in the leader losing credibility.  Surface acting is when someone pretends to resonate a certain persona while not truly believing it.  It is the opposite of deep acting, which is essentially genuinely believing what you exemplify.  A leader who displays no passion would be not be a leader, at least in my eyes.

"To believe in the exciting future possibilities leaders present, constituents must first believe in their leaders." (p38)

This also focuses on being genuine, which I've already touched upon.  In addition to what I've previously stated, I think this statement can be challenged.  Constituents can overlook their leaders and see the bright lights ahead.  They can overcome the obstacles that the leaders present knowing there's a possibility of a better future.  It is done daily.  However, the argument can also be made that the only way to truly and successfully achieve such a feat would result from a foundation of believing your leader.  The authors made a persuasive argument in the book, which I will not restate for the sake of time.

"...disloyalty can dampen performance by a stunning 25-50 percent." (p39)

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.


I also wanted to remember "The Kouzes-Posner Laws of Leadership"

• First Law: page 38
• "If you don't believe in the messenger, you won't believe the message."
• Second Law: page 41
• "DWYSYWD: Do What You Say You Will Do."

Citations:

Kouzes, J., & Posner, B. (2007). Credibility is the Foundation of Leadership. The Leadership Challenge (4 ed., pp. 34-39). San Francisco: Jossey-Bass.

Kouzes, J., & Posner, B. (2007). The Five Practices of Exemplary Leadership. The Leadership Challenge (4 ed., pp. 8-23). San Francisco: Jossey-Bass.