The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations
James M. Kouzes, Barry Z. Posner
Format: PDF / Kindle (mobi) / ePub
The 25th anniversary edition of the bestselling business classic, completely revised and updated
For more than 25 years, The Leadership Challenge has been the most trusted source on becoming a better leader, selling more than 2 million copies in over 20 languages since its first publication. Based on Kouzes and Posner's extensive research, this all-new edition casts their enduring work in context for today's world, proving how leadership is a relationship that must be nurtured, and most importantly, that it can be learned.
- Features over 100 all-new case studies and examples, which show The Five Practices of Exemplary Leadership in action around the world
- Focuses on the toughest organizational challenges leaders face today
- Addresses changes in how people work and what people want from their work
An indispensable resource for leaders at all levels, this anniversary edition is a landmark update and must-read.
or feedback without goals, has little effect on people’s willingness to put extra effort (or motivation) into the task, as the research findings in Figure 10.1 illustrate. FIGURE 10.1 The Impact of Goals and Feedback on Motivation Source: A. Bandura and D. Cervone, “Self-Evaluative and Self-Efficacy Mechanism Governing the Motivational Effects of Goal Systems,” Journal of Personality and Social Psychology 45 (1983): 1017–1028. Just announcing that the idea is to reach the summit is not enough
more significant way tomorrow.” —Douglas R. Conant, New York Times bestselling author, TouchPoints; retired CEO, Campbell Soup Company “For twenty-five years, the names Jim Kouzes and Barry Posner have been synonymous with leadership. There is a reason for that. This book, in its new and updated form, demonstrates that leadership is a challenge you must win every day. It shows that every leader is unique, with his or her own style, and it helps you find your style. But the real beauty of this
will, who supply the means to achieve, and who express optimism for the future. Constituents want leaders who remain passionate despite obstacles and setbacks. In today’s uncertain times, leaders with a positive, confident, can-do approach to life and business are desperately needed. Naysayers only stop forward progress; they do not start it. Indeed, consider how Ari Ashkenazi describes his contrasting experience with two supervisors. The first, he said, always tried to keep spirits up and to
Zak, “The Neurobiology of Trust,” Scientific American, June 2008, 88–95; F. Fukuyama, Trust: The Social Virtues and the Creation of Prosperity (New York: Free Press, 1996). 10. See, for example, Shockley-Zalabak, Morreale, and Hackman, Building the High-Trust Organization. 11. This example was provided by Kelly Ann McKnight. 12. M. Mortesen and T. Beyene, “Being There: Firsthand Experience and the Subsequent Role of Reflected Knowledge in Cultivating Trust in Global Collaboration,” MIT Sloan
chance to use their best judgment in applying their knowledge and skills. This implies, of course, that you’ve prepared them to make these choices and that you’ve educated them in the guiding principles of the organization. Consider how Aruba Networks has done away completely with its vacation policy.6 Like most every company, they used to spend a great deal of time and energy keeping track and reporting about vacations. Today they simply tell every employee to take his vacation when he needs