Exploring Exploring Five Key Factors of Five Key Factors of

LeadershipLeadership

William Sauser, PhDWilliam Sauser, PhD

Hope Stockton, MSHope Stockton, MS

Auburn University College of Auburn University College of BusinessBusiness

ObjectivesObjectives

Understand the differences between leadership Understand the differences between leadership and managementand management

Describe the five practices of exemplary Describe the five practices of exemplary leadershipleadership

Identify effective leadership behaviors in a Identify effective leadership behaviors in a case studycase study

Develop a plan to improve in one of the five Develop a plan to improve in one of the five practicespractices

Management (Vital)

Doing things right

Efficiency

Speed

Bottom line

Methods

Practices____% of your time

Leadership(Vital)

Doing the right things

Effectiveness

Direction

Top line

Purposes

Principles

On the system____% of your time

““Most organizations” Most organizations” and communities “are and communities “are

overmanagedovermanaged and and underledunderled.”.”

Stephen R. CoveyStephen R. Covey

Exercise 1:Exercise 1:

Name the followingName the following Five Wealthiest People in the WorldFive Wealthiest People in the World Last Six Time Magazine People of the YearLast Six Time Magazine People of the Year Five Recent Nobel or Pulitzer Prize WinnersFive Recent Nobel or Pulitzer Prize Winners Last Five Best Picture, Best Actor, or Best Last Five Best Picture, Best Actor, or Best

Actress Academy Award WinnersActress Academy Award Winners

Exercise 2:Exercise 2:

Name the following:Name the following: Five Teachers of Coaches that helped you Five Teachers of Coaches that helped you

through schoolthrough school Six Friends that helped you through difficult Six Friends that helped you through difficult

times.times. Five People that taught you something Five People that taught you something

worthwhile.worthwhile. Five People that made you feel appreciatedFive People that made you feel appreciated

Gallup Leadership ResearchGallup Leadership Research

More than 10,000 respondersMore than 10,000 responders 2005-20062005-2006

Identify the leader that has the most positive Identify the leader that has the most positive influence in your daily life.influence in your daily life.

More than More than 85%85% selected someone described as a selected someone described as a friend, family member, co-worker, teacher, current friend, family member, co-worker, teacher, current manager/supervisormanager/supervisor

75%75% named someone they had known for more named someone they had known for more than six years.than six years.

Leadership is about Leadership is about Relationships!Relationships!

The Leadership Challenge – Kouzes and Posner

Leadership DefinedLeadership Defined

The skill of influencing The skill of influencing people to work people to work

enthusiastically toward goals enthusiastically toward goals identified as being for the identified as being for the

common good.common good.

Leadership ImperativeLeadership ImperativeGreat LeadershipGreat Leadership

EngagementEngagementEngagementEngagement

ResultsResultsResultsResultsThe Leadership Challenge – Kouzes and Posner

Engaged EmployeesEngaged Employees

30% of the U.S. Workforce 30% of the U.S. Workforce (Community Members)(Community Members)

Traits:Traits: BuildersBuilders Develop productive relationshipsDevelop productive relationships Perform at consistently high levelsPerform at consistently high levels Drive InnovationDrive Innovation Move Organizations ForwardMove Organizations Forward Produce MoreProduce More

Coffman, C. & Gonzalez-Molina, G. Follow this Path.

Actively DisengagedActively Disengaged 54% Not Engaged54% Not Engaged

16% of the U.S. Workforce Actively 16% of the U.S. Workforce Actively DisengagedDisengaged

Disengaged Traits:Disengaged Traits: CAVE DwellersCAVE Dwellers Act out UnhappinessAct out Unhappiness Cost Economy $254 to $363 billion per year in lost Cost Economy $254 to $363 billion per year in lost

productivityproductivity

Coffman, C. & Gonzalez-Molina, G. Follow this Path.

Leadership is Leadership is Everyone’s BusinessEveryone’s Business

The Leadership Challenge – Kouzes and Posner

Leadership development Leadership development is really self-developmentis really self-development

The Leadership Challenge – Kouzes and Posner

Kouzes and Posner: Kouzes and Posner: Five Practices Five Practices

of Exemplary Leadershipof Exemplary Leadership Model the WayModel the Way

Inspire a Shared VisionInspire a Shared Vision

Challenge the ProcessChallenge the Process

Enable Others to ActEnable Others to Act

Encourage the HeartEncourage the Heart

The Leadership Challenge – Kouzes and Posner

Model the WayModel the Way

Clarify Your Personal ValuesClarify Your Personal Values

Set the Example Set the Example

DWYSYWD -- TestDWYSYWD -- Test

(Do What You Say You Will Do) (Do What You Say You Will Do)

The Leadership Challenge – Kouzes and Posner

The Leadership Challenge® Workshop Facilitator‘s Guide, Third Ed., Rev. Copyright © 2006 by James M. Kouzes and Barry Z. Posner. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com

Personal CommitmentPersonal Commitment

Cla

rity

of

Org

aniz

atio

nal

Val

ues

High

Low

Low High

Clarity of Personal Values

6.26

6.12

4.87

4.90

Inspire a Shared VisionInspire a Shared Vision

Envision the future Envision the future Enlist others in a common visionEnlist others in a common vision

The Leadership Challenge – Kouzes and Posner

Challenge the ProcessChallenge the Process

Search for opportunities Search for opportunities

Experiment and take risks – Learn fromExperiment and take risks – Learn from mistakesmistakes

The Leadership Challenge – Kouzes and Posner

Enable Others to ActEnable Others to Act

Foster CollaborationFoster Collaboration

Strengthen others by sharing powerStrengthen others by sharing power

The Leadership Challenge – Kouzes and Posner

21

The Organizational Focus

0%

20%

40%

60%

80%

100%

Engaged

Not Engaged

Actively Disengaged22%

33%

45%

Weakness

38%

61%

Strengths1%

Ignored

40%

57%

2%

Copyright © 2004 The Gallup Organization, Princeton, NJ. All rights reserved.

16%

55%

29%

2004 Poll

Hershey and Blanchard’s Situational Hershey and Blanchard’s Situational Leadership ModelLeadership Model

Follower ReadinessFollower Readiness

Mat

ure

Mat

ure

Imm

atureIm

mature

RE

LA

TIO

NS

HIP

R

EL

AT

ION

SH

IP

OR

IEN

TE

DO

RIE

NT

ED

R2 R1R3R4

S4 S1

S3 S2

ModerateModerate LowLowHighHigh

High

Relationship

and

Low Task

D

ELE

GA

TI N

SELLI N

G

TELLI NG

High Task

and

High

Relationship

Low

Relationship

and

Low Task

High Task

and

Low

Relationship

G

TASK ORIENTED LEADERSHIPTASK ORIENTED LEADERSHIPHighLow

High

Low

15.6

SUPP

OR

TIN

G

Encourage the HeartEncourage the Heart

Recognize contributionsRecognize contributions

Celebrate the values and victories Celebrate the values and victories

The Leadership Challenge – Kouzes and Posner

Movie ClipMovie Clipand and

DiscussionDiscussion

Course work and self-

study20%

Other people20%Trial and

error experience

60%

How We LearnHow We LearnHow We LearnHow We Learn

The Leadership Challenge – Kouzes and Posner

Personal Personal Extended Learning OpportunityExtended Learning Opportunity

List three things you will do to improve your List three things you will do to improve your leadership skills.leadership skills.

1.1. ________________________________________________________________________

2.2. ________________________________________________________________________

3.3. ________________________________________________________________________

List three things you will do to improve your List three things you will do to improve your leadership skills.leadership skills.

1.1. ________________________________________________________________________

2.2. ________________________________________________________________________

3.3. ________________________________________________________________________

Books of InterestBooks of Interest

Better TogetherBetter Together, Putnam, R., Feldstein L. and , Putnam, R., Feldstein L. and Cohen, D.Cohen, D.

Bowling Alone,Bowling Alone, Putnam, R. Putnam, R. The Leadership ChallengeThe Leadership Challenge, Kouzes and Posner, Kouzes and Posner Leader’s CompassLeader’s Compass – Dennis Haley and Ed Ruggero – Dennis Haley and Ed Ruggero The 8The 8thth Habit Habit, Steven Covey, Steven Covey The ServantThe Servant, James Hunter, James Hunter The SecretThe Secret, Mark Miller and Ken Blanchard, Mark Miller and Ken Blanchard

Save the Dates:Save the Dates:October 13-16, 2009October 13-16, 2009

-www.blueridgeleadership.com--www.blueridgeleadership.com-

ReferencesReferences

Kouzes, J. M. & Posner, B. Z. Kouzes, J. M. & Posner, B. Z.

The Leadership ChallengeThe Leadership Challenge (3rd ed.). (3rd ed.). San Francisco, CA; John Wiley & San Francisco, CA; John Wiley &

Sons, Sons, Inc., 2002.Inc., 2002.