Summary of James M. Kouzes & Barry Z. Posner's Learning Leadership

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 Leadership is essential because it makes a significant difference in people’s levels of engagement, commitment, and performance. Developing your leadership abilities will help you improve the way people around you feel about their workplace and promote more productive organizations.
#2 There are people who believe that not everyone has the potential to lead, and that not everyone has the capacity to learn to lead. These myths, misconceptions, and false assumptions about leadership create barriers to developing leaders at all levels.
#3 The talent myth has captivated the training and development world for years, and some have come to accept it as the new gospel. However, leadership is not a talent that you have or don’t have. It is an observable, learnable set of skills and abilities.
#4 The myth that leadership is a position and that if you don't have a title of authority, you aren’t a leader, is completely false. Leadership is not a rank, title, or place. It’s about the actions you take, the values that guide your decisions and actions, and the visions you have for yourself and others.

Sujets

• Gestion et management
• Economics
• Business
• Leadership

Informations

• Publié par: Everest Media LLC
• Date de parution: 10 mai 2022
• Nombre de lectures: 0
• EAN13: 9798822503274
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on James M. Kouzes & Barry Z. Posner's Learning Leadership
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7 Insights from Chapter 8
Insights from Chapter 1

#1

Leadership is essential because it makes a significant difference in people’s levels of engagement, commitment, and performance. Developing your leadership abilities will help you improve the way people around you feel about their workplace and promote more productive organizations.

#2

There are people who believe that not everyone has the potential to lead, and that not everyone has the capacity to learn to lead. These myths, misconceptions, and false assumptions about leadership create barriers to developing leaders at all levels.

#3

The talent myth has captivated the training and development world for years, and some have come to accept it as the new gospel. However, leadership is not a talent that you have or don’t have. It is an observable, learnable set of skills and abilities.

#4

The myth that leadership is a position and that if you don't have a title of authority, you aren’t a leader, is completely false. Leadership is not a rank, title, or place. It’s about the actions you take, the values that guide your decisions and actions, and the visions you have for yourself and others.

#5

The strengths approach has been misapplied to mean that you should take on only tasks in which you are strong, not waste your time attending to your weaknesses. You can’t do your best without searching for new experiences, doing things you’ve never done, and making mistakes.

#6

The best leaders know they can’t do it alone. They know they need the support, engagement, and commitment of others. They understand that they can’t become exemplary leaders by themselves.

#7

The fifth fundamental of becoming an exemplary leader is to practice deliberately. You have to put in a lot of effort to learn to lead, so make sure you have time for practice.

#8

The key message in this chapter is that leadership potential and skills are not talents that some people have and others don’t. They are much more broadly distributed than traditional legends suggest.

#9

You should start a leadership journal that you can use to record your daily reflections. Select one area of your leadership to improve, and ask a colleague or friend to keep you honest in implementing it.

#10

The practice of exemplary leadership is to encourage people to write short essays about why they had succeeded in a task. This helps them persist in the face of failure in a subsequent task.

#11

The difference between the best and worst leaders is clear. The best leaders bring out more than three times the amount of talent, energy, and motivation from their people compared with their counterparts at the other end of the spectrum.

#12

The impact of leadership is significant. It can be positive or negative, but it does make a difference. Bad leaders have a negative impact on people’s commitment, desire to stay, willingness to put forth more discretionary effort, and inclination to take personal initiative.

#13

The Five Practices of Exemplary Leadership are the most important factor in explaining why people feel engaged or not in their workplace. The practice of leadership is the most significant factor in explaining why people feel engaged or not in their workplace.

#14

The way leaders behave has a significant and meaningful impact on the willingness of people to put forth great discretionary effort and perform beyond expectations. When this happens, you benefit and everyone else does, too.

#15

Leadership is not a position or place in an organization, but rather the interior of a person. Leadership is not confined to a particular job description. It is not limited to public or private organizations, from large to small companies, from new to mature industries.

#16

The Five Practices of Exemplary Leadership are similar across all cultures. People around the world have similar expectations about how leaders should behave and therefore have similar evaluations of what makes their leaders effective.

#17

The five practices of exemplary leadership are: setting high expectations for yourself and others, providing clear direction, being open to feedback, building a culture of integrity, and being a role model.

#18

Everyone has a leadership story to tell. The leadership actions and behaviors across these cases are much more similar than different.