1. Everyone is a Leader 10-7-16 4 th Annual Fall Leadership Conference Ron Siers, Jr.

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

3. Research Findings

5. Leadership Do we have a leadership crisis in our country?

6. Leadership Are leaders born or made?

7. Leadership Do organizations have a lack of leadership bench strength?

8. Leadership Do we have inhibiting assumptions for leadership?

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

10. Leadership Do we make learning leadership a daily habit?

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

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

13. 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

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

15. 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

16. 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

17. 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

18. 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

19. 5 Myths of Leadership Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

20. 5 Myths of Leadership 1.The Talent Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

21. 5 Myths of Leadership 2. The Position Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

22. 5 Myths of Leadership 3. The Strengths Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

23. 5 Myths of Leadership 4. The Self-Reliance Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

24. 5 Myths of Leadership 5. The It-Comes-Naturally Myth Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

25. 5 Fundamentals of Leadership Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

26. 5 Fundamentals of Leadership 1. Believe You Can Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley

27. 5 Fundamentals of Leadership 2. Aspire to Excel Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley 2026 Leader of the Year

28. 5 Fundamentals of Leadership 3. Challenge Yourself Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley Curiosity Conversation

29. 5 Fundamentals of Leadership 4. Engage Support Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley Relationship People EncouragementModeling

30. 5 Fundamentals of Leadership 4. Engage Support Kouzes, J., & Posner, B. (2016). Learning leadership. San Francisco, CA: Wiley Personal Board of Directors & Feedback

31. 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.

32. 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

33. 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

34. 5 Practices of Exemplary Leadership Kouzes, J., & Posner, B. (2012). The leadership challenge. San Francisco, CA: Wiley

35. 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.

38. 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.

39. 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.

40. 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.

41. 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.

42. 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

43. 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

44. Leadership Practices Inventory

45. Research Findings

46. 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

47. 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

48. 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

49. Salisbury University SALISBURY A Maryland University of National Distinction