exemplary leadership practices

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by Kirsten Barwegen3 views·Updated May 19, 2021
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  1. All right.
  2. Hello, I'm Kirsten bar wagon.
  3. And this is my Presentation on the five exemplary leadership
  4. practices that were outlined by Jim causes and Barry Posner.
  5. Now these two wrote a book titled The Leadership Challenge.
  6. This book is based off of 30 years of research
  7. about what makes an effective leader.
  8. The very first point the authors make is their personal
  9. credibility. In order for leaders to be effective.
  10. People need to trust and respect them and that needs
  11. to be earned every day.
  12. After 30 years of consistent research, The authors have nailed
  13. down five things extremely effective leaders do.
  14. These are to model the way inspire a shared vision,
  15. challenge the process, enable others to act and encourage the
  16. heart. So model the way how they describe this is
  17. leaders model the way effectively set standards, standards for their
  18. peers and colleagues to achieve excellence and they do it
  19. themselves. That's that's a very important part.
  20. I had a basketball coach.
  21. We tell us all the time that she would never
  22. ask us to do something, She wouldn't do herself.
  23. So when we were running laps or ladders suicides, we
  24. knew that she had done this before and she found
  25. great success and she was trying to get us to
  26. be successful.
  27. So being able to set those goals is very important,
  28. but it's the small objectives that get there, that makes
  29. it that effective part.
  30. So sure you can say, hey, we're gonna, we're gonna
  31. win nationals, let's say for basketball, but if you don't
  32. set those little goals as the leader of how we're
  33. going to win nationals, it's like we need to win
  34. these, this many games or, you know, we need to
  35. be in great condition, we got to play great defense.
  36. If you don't set those little objectives, you're not going
  37. to be as successful and you're not going to be
  38. modeling the way in, in the, you know, the amazing
  39. way that these fathers are going to outline.
  40. So basically they see like effective leaders when they model
  41. away they say, hey, this is what needs to be
  42. done, this is how we're going to get it done,
  43. and I'm going to be right alongside you as well
  44. as we achieve these goals.
  45. The second practice is inspiring a shared vision and how
  46. effective leaders do this.
  47. Yeah. Mhm.
  48. Um is because so these leaders are in this position
  49. because they believe in change and success in their dream
  50. or their vision, great leaders can get everyone else to
  51. believe in that same vision, allowing a cohesive group to
  52. share in that dream for a future and success, and
  53. this is what cousins and Posner say this is how
  54. you're going to be effective in inspiring a shared vision.
  55. The 3rd 1 is challenged the process.
  56. Um I we could probably all think of some leaders
  57. that are, that are really good at this or, you
  58. know, they're very challenging personalities.
  59. Um you know, they're they're always fighting, they always want
  60. to, not fighting in a negative way.
  61. They're always pushing for more.
  62. They want to see better results, higher results.
  63. But the extremely effective leaders, they become successful because they
  64. step outside of those comfort zones, they evaluate things, go,
  65. why, why do we do stuff this way?
  66. Let's try this.
  67. Let's see if this works and they're not afraid to
  68. fail. Um that is one of the biggest things is
  69. that, and this is one of the biggest things the
  70. authors point on is that success rarely comes without failures.
  71. And you know, if we think back in history to
  72. look at the way the light bulb was invented, how
  73. many times has failed?
  74. um over 200 times, I think it was when he
  75. was creating the light bulb and I'm sure he would
  76. say that.
  77. So yeah, he was challenging that process, but it was
  78. worth it even though he failed hundreds of times, He
  79. eventually found success and he found success that no one
  80. else had.
  81. And uh he found the success because he challenged the
  82. process of things number four, enable others to act effective
  83. leaders can get others to believe that they are strong
  84. and capable leaders themselves, but that they can do something
  85. themselves. They don't need someone holding their hand.
  86. Imagine, you know, someone who sees themselves as only ever
  87. a follower or saying they're not good enough at something.
  88. An effective leaders can get that person to see the
  89. way, see themselves, the way you see them.
  90. So if you see them as someone who I believe
  91. you are so capable, like you can do this, but
  92. they don't believe that themselves an extremely good leader can
  93. get them to believe in themselves and get them to
  94. act and to trust in their own convictions and and
  95. someone that's a great example of that would be Martha
  96. Martin Luther, King Junior, um and how he inspired so
  97. many people, like they knew what, what was going on
  98. was wrong and he was able to inspire them to,
  99. we can fight this and and he also was a
  100. great example of other, other leadership.
  101. He definitely challenged the process, He definitely inspired to share
  102. the vision, but he also enabled others to act to
  103. act because just his voice would not be enough.
  104. He needed other leaders and other people to step up
  105. and be a leader in this movement and finally, you
  106. have encouraged the heart.
  107. Um this is one of the most important aspects and
  108. the authors take this as well.
  109. But yeah, you could do everything else right if you
  110. fail this one, this last step is one of the
  111. most important pieces because King successful takes a lot of
  112. hard work.
  113. It is very stressful and effective.
  114. Leaders are able to come alongside and it's kind of
  115. a slang term, but you know, their, their own one
  116. man, hype woman, a hype man.
  117. Um, that's just sitting there and cheering on their team
  118. mates and on their colleagues and on their peers and
  119. constantly, you know, edifying them and being like you are
  120. awesome, coming alongside them and cheering them and cheering them
  121. in the little things and cheering them and the big
  122. things, having a leader that's willing to cheer you on
  123. celebrate success and be right alongside you.
  124. That makes people feel like a hero and that's what
  125. causes and causes and Posner say, and that if you
  126. were able to make people feel like a hero, you
  127. succeeded at encouraging their heart.
  128. Oh, but those are the five that the authors wrote
  129. about in this book.
  130. And you know, exempt like example, early leaders are able
  131. to do all five of these.
  132. There's a lot of leaders that can that are pretty
  133. proficient at one or two, extremely effective leaders are proficient
  134. in all five of them and that is why they
  135. have the success that they do and that's why they
  136. have their respect and trust and why their coworkers and
  137. their peers wants to believe in them because they earn
  138. that every day by modeling the way, inspiring a shared
  139. vision, challenging the process, enabling others to act and encouraging
  140. the heart.