Kouzes and Posner on Leadership

The leadership challenge of James Kouzes and Barry Posner is old-fashioned and originated in the early 1980s when all were driven out of control. Here's why, Tom Peters said in the first edition of 1987 that "… management like we know it's not dead, but it would be good to be!" It is not mentioned by the managers in his book . The result is too much plans for leadership, driven by an increased complexity, requires these actions, not just one.

Kouzes and Posner Emphasize Non-Leadership Managers

Basics for Kouzes and Posner can be asked if leaders are viewed as a single act instead of being a manager.

"Leadership is Traveling – The journey has two parts: convince people to join and get to the destination. Only the first stage is the lead. The second phase is a bus-to-destination destination. This is true even if further injections lead are necessary to resell the cost of the trip.

"Credibility is the basis of leading – But we buy ideas about eccentricity that we do not trust to control anything. Great content can fluctuate even when the promoter (leader) is not personally credible.

"Leadership is In Touch – Managers work closely with people to get it done." Because they have authority over people, there must be a trust relationship between them. Luther King led the US Supreme Court to rule out segregation on buses, he can not have known the people of this organization or contact them.

"Leading you must first look into yourself and explain your value. This is only true within the scope if you want people to comply with recognized values. Kouzes and Posner include major cultural changes, challenges of value. Perhaps we should call these values ​​leadership. They have so much power over us without knowing where they stand for what is important to us. [19659002] "You need to be motivated to lead – The truth is that the leadership is situational." In scientific and technical organizations there is a requirement for "evidence-based" decision making. So either quietly or prominently, as long as they have

Kouzes and Posner describe 5 core strategies, but they are a mix of executive and leadership.

Model way

Kouzes and Posner tell us that leaders and # 39; works are much more important than their words … Exemplary leaders go first. They first go through the example through daily actions that show that they are very committed to their faith. & # 39; & # 39; This is all very well if you are advocating changes in value, such as how employees or customers must be treated. But what if you work with Boeing and you advocate a new form of passenger jet? How do you model it! Clearly, you can lead by example, but the model can not be the cornerstone of all leading unless you assume it's always based on human values. This may be important for political leaders or senior executives, but it may not be necessary for all leaders.

Inspire Common Vision

If you are looking for a leading trip, simply view the destination you want others to join. Kouzes and Posner have the right to claim that leaders can not expect to follow them if they have no idea where they want to go. But a spokesman for change of current product, an example of thought leaders, is a difficult point of view. We reserve the view of ideas at a vast end of scale. Having a better idea only considers vision if it is long term and if it paints a picture of a rather spectacular future. New ideas can be alongside continuity from mundane to those who are revolutionary, radical and visual.

Challenge of the Process

As Kouzes and Posner are leaders, the beginning of "change from quo status." But they are balanced on this principle, unfortunately, because that's the main character of leadership. They start by telling us that leaders are looking for opportunities for innovation, growing and improving. They quickly float down to this point by saying "But leaders are not the only creator or the beginning of new products, services or processes." Note the word "is not the only one." This means that Kouzes and Posner see leaders as managers of the administrative role. But if all leadership is an informal act, do not post, then the champion of a new product is always a leader. Kouzes and Posner acknowledge that new ideas come from & # 39; & # 39; people on the front line. & # 39; & # 39; But for them, the leader of the primary contribution is to acknowledge good ideas, the support of these ideas, and the willingness to challenge the system to get new products … approved. & # 39; & # 39; This is a little lame version of the "challenging process" for the reason that there is no space in Kouzes and Posner world for managers. They could say that leaders are very challenging position and let executives support, develop and facilitate those who do it.

Enabling and Encouraging Your Heart

There is no big difference between Kouzes and Posner's fourth and fifth principles. They both refer to the ease of groups of people to reach the destination, strengthen and encourage them to take the necessary effort. These two principals clearly refer to the implementation of the trip and are the easiest to categorize as a government.

The conclusion is that Leadership Challenge is a widely read book undoubtedly encourages executives to improve their performance, but as leadership leadership it is very outdated. There are two main problems with them . They do not have place for managers and they can not be calculated for leadership work outside the formal (or even informal) role to manage a group of people.


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