Everyone is a Leader th Annual Fall Leadership Conference Ron Siers, Jr.

Leadership Think about a leader you admire. What did this person do that earned your admiration?

Research Findings

Leadership Do we have a leadership crisis in our country?

Leadership Are leaders born or made?

Leadership Do organizations have a lack of leadership bench strength?

Leadership Do we have inhibiting assumptions for leadership?

Leadership Do we fail to create environments for growth in leadership?

Leadership Do we make learning leadership a daily habit?

Leadership Do we know how to mobilize individuals to make extraordinary things happen within our organizations?

Leadership Jim Kouzes & Barry Posner Santa Clara University 30 years of leadership research

Question What percentage of individuals believe we currently have a leadership crisis in our country? 86% Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

Question What percentage of organizations currently worry about a leadership pipeline? 89% Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

Question What is the average age that individuals receive professional development in leadership? 42 Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

Question What is the average age that individuals are placed within a supervisory position in organizations? 32 Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

Question What is the average age that individuals believe leadership development should begin? 21 Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

Question What is the percentage of individuals who have demonstrated nearly zero leadership skills and behaviors from a sample of over 2.5 million Leadership Practices Inventory assessments?.00013% Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

5 Myths of Leadership Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

5 Myths of Leadership 1.The Talent Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

5 Myths of Leadership 2. The Position Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

5 Myths of Leadership 3. The Strengths Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

5 Myths of Leadership 4. The Self-Reliance Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

5 Myths of Leadership 5. The It-Comes-Naturally Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

5 Fundamentals of Leadership Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

5 Fundamentals of Leadership 1. Believe You Can Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

5 Fundamentals of Leadership 2. Aspire to Excel Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley 2026 Leader of the Year

5 Fundamentals of Leadership 3. Challenge Yourself Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley Curiosity Conversation

5 Fundamentals of Leadership 4. Engage Support Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley Relationship People EncouragementModeling

5 Fundamentals of Leadership 4. Engage Support Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley Personal Board of Directors & Feedback

5 Fundamentals of Leadership 5.Practice Deliberately Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley 1.Practice regimen overseen by a teacher or coach. 2.Occurs outside one’s comfort zone with near-maximal effort, which is not usually enjoyable. 3.Involves well-defined, specific stretch goals. 4.Requires full attention & conscious actions. 5.Immediate feedback given. 6.Produces & depends on mental representations. 7.Building on or modifying fundamental skills and techniques.

5 Fundamentals of Leadership 5. Practice Deliberately Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley Characteristics of a Culture of Leadership 1.Trust 2.Opportunities for learning 3.Support for risk and failure 4.Models of Exemplary leadership

Daily Practice 1.Did I do my best to remain positive about my abilities today? 2.Did I do my best to focus on exciting future possibilities today? 3.Did I do my best to challenge & stretch myself today? 4.Did I do my best to learn from other people today? 5.Did I do my best to practice a new leadership skill today? Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

5 Practices of Exemplary Leadership Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley

Practice 1 of Exemplary Leadership Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley 1.Clarify values by finding your voice & affirming shared values. 2.Set the example by aligning actions with shared values.

Practice 2 of Exemplary Leadership Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley 1.Envision the future by imagining exciting & ennobling possibilities. 2.Enlist others in a common vision by appealing to shared aspirations.

Practice 3 of Exemplary Leadership Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley 1.Search for opportunities by seizing the initiative & looking outward for innovative ways to improve. 2.Experiment and take risks by constantly generating small wins & learning from experience.

Practice 4 of Exemplary Leadership Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley 1.Foster collaboration by building trust & facilitating relationships. 2.Strengthen others by increasing self- determination & developing competence.

Practice 5 of Exemplary Leadership Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley 1.Recognize contributions by showing appreciation for individual excellence. 2.Celebrate the values & victories by creating a spirit of community.

Leaders Who Use The Five Practices: Create higher-performing teams Foster loyalty & greater organizational commitment Enhance motivation & the willingness to work hard Promote high degrees of involvement in schools Increase fundraising results & expand gift-giving levels Extent the range of their organization’s services Increase retention, reduce absenteeism & turnover Positively influence recruitment rates Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley

Leaders is a Relationship It is the quality of the relationship that matters MOST when engaged in achieving extraordinary outcomes. Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley

Leadership Practices Inventory

Research Findings

Age, gender, educational level, ethnicity, nationality, size of the organization, function, industry, & hierarchical level explain NEXT TO NOTHING about why people feel motivated, committed, & engaged in the workplace compared to …. The impact explained by how they report and view the BEHAVIORS of their leaders. The 5 Practices of Exemplary Leadership explain more than 30 times what is accounted for by ALL 9 individual & organizational demographic factors. Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

Research Findings The context of leadership has changed dramatically in the last 30 years, yet the content of leadership has not changed. The fundamental behaviors & actions of leaders have remained the same. Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

Question Are leaders born or made? All leaders are born … and so are you! Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

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