Leadership Practices Impact Workplace Engagement

South Bay
OD Network
September 10, 2012

Jim Kouzes

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

―…individual leaders
have little or no impact
on the organizations
they lead.‖

Gautam Makunda
Indispensable: When Leaders Really Matter


"Everything you need to be a
successful leader you already
have: your intelligence to see an
issue and a way to fix it, your
heart to stay motivated, and
your courage not to give up."

Melissa Poe Hood, Women of Distinction honoree


―…maybe someone
like myself does
have the possibility
of being a leader.‖
D. R. email to Jim Kouzes, May 21, 2010


Objectives
1. Explain the impact of demographics on
workplace engagement.
2. Explain the impact leader behavior has
on engagement and performance.
3. Discuss The Five Practices of Exemplary
Leadership® and their impact on
engagement.
4. Define the quality that forms the
foundation of all leadership.
5. Discuss what it takes to become the best.


Engagement
1 and
Leadership

Three Minute Drill
1. What words or phrases
come to mind that describe
an engaged workforce.
2. Discuss and be ready to
share 3 or 4.


―(Engagement is) a heightened
emotional connection that the
employee feels for his/her
organization, that, in turn,
influences him/her to apply
additional discretionary effort to
his/her work.‖
The Conference Board
―Employee Engagement in a VUCA World,‖ 2011


―Engagement involves
investing the hands,
head, and heart in
active, full work
performance.‖
Bruce Rich, Jeffrey LePine, Eean Crawford
Academy of Management Journal


Kouzes & Posner’s Positive
Workplace Attitudes Measure
1. My work group has a strong sense of team spirit.
2. I am proud to tell others that I work for this organization.
3. I am committed to this organization‘s success..
4. I would work harder and for longer hours if the job
demanded it.
5. I am highly productive in my job.
6. I am clear about what is expected of me in my job.
7. I feel that my organization values my work.
8. I am effective in meeting the demands of my job.
9. Around my workplace, people seem to trust
management.
10. I feel like I am making a difference in this organization.


What Explains Why
Constituents are Engaged?

1. Who they are?
or
2. How their leader
behaves?

Who Constituents Are

1. Age 6. Position
2. Gender 7. Function
3. Country 8. Industry
4. Education 9. Size of org‘n
5. Tenure


How Their Leader Behaves

• Model the Way
• Inspire a Shared Vision
• Challenge the Process
• Enable Others to Act
• Encourage the Heart

Explaining Engagement (PWA)

Who Constituents Are 0.2%

How Leaders Behave 27.7%


Explaining Committed/Engaged Workforce

35
32.4

30.1 29.6
30 27.8
27.7

25
United States
20
Europe
Asia Pacific
15
Latin America
10 Australia

5
2.3
0.2 0.2 0.2 0.3
0
Demographics Leadership


PWA and LPI Scores
Low Moderate High
PWA PWA PWA

• Model 42.16 47.16 51.40
• Inspire 39.69 44.18 49.20
• Challenge 40.14 45.12 49.47
• Enable 45.25 49.81 53.39
• Encourage 40.85 46.25 51.01

Despite people‘s
differences, their
workplace engagement
is a result of how their
leaders behave!

The more frequently
leaders demonstrate each
of The Five Practices of
Exemplary Leadership the
more engaged people are
in their workplaces.

The Bottom Line

Strongly Weakly
Practiced Practiced

Net Income Growth
841% -49%
Stock Price Growth
204% 76%

Source: Richard Roi, Crawford International

The question is not,
"Will I make a
difference?―
The question is, "What
difference will I make?"

The Five

2 Practices of
Exemplary
Leadership

Kouzes & Posner Research
• Over 30 years of collecting data
• Over 5,000 individual cases studied
• Over 3 million survey respondents
• Global data from 72 countries
• Over 500 research studies by others
• www.leadershipchallenge.com


Tell us about a time
when you were at
your personal best
as a leader.

The Five Practices of
Exemplary Leadership®
• Model the Way

Model
3 The Way


Clarify values by
finding your
voice and
affirming shared
values.

Set the example
by aligning
actions with
shared values.


―In order to become a
leader…it‘s important that
I first define my values
and my principles.‖

Olivia Lai, Hong Kong University of Science and Technology


Employee Commitment

HIGH
Clarity about 4.87 1 2
6.26
organization‘s 4 3
values
4.90 6.12
LOW
LOW HIGH

Clarity about
my values


Clear Leadership Philosophy

Leaders 25% more engaged

Constituents 40% more engaged


―Credibility is the foundation
of leadership…If you don‘t
believe in the messenger,
you won‘t believe the
message.‖
Jim Kouzes and Barry Posner, The Leadership Challenge


What is credibility
behaviorally? How
do you know it
when you see it?

DWYSYWD

―(Organizations) where employees
strongly believed their managers
followed through on promises and
demonstrated the values they
preached were substantially more
profitable than those whose
managers scored average or lower.‖

Tony Simons, Cornell University, The Integrity Dividend


Inspire a
4 Shared Vision


Envision the future
by imagining
exciting and
ennobling
possibilities.

Enlist others in a
common vision by
appealing to
shared
aspirations.


―So, Jim,
where do
you see
yourself
in ten
minutes?‖


Forward Looking

In Leaders 71%

In Colleagues 27%


―Leadership is more than
influence. It is about reminding
people of what it is we are
trying to build — and why it
matters. It is about painting a
picture of a better future.‖

Michael Hyatt, CEO, Thomas Nelson


―Imagine your own career
ten years out, and dream
of a position that serves
you well…Create your own
position. Create our future.‖

Nancy Sullivan, vice president of Disability Benefits, Trustmark Companies


Envision and Enlist


Leaders 50% more effective


Challenge
5 The Process


Search for
opportunities by
seizing the initiative
and by looking
outward for
innovative ways to
improve.

Experiment and take
risks by constantly
generating small
wins and learning
from experience.

―If you have not endured
the most difficult, you
cannot become the most
successful.‖

Saying taped to Joe Barsi‘s computer


―The similarity that most
stuck out…was how each
person had to overcome
uncertainty and fear in
order to achieve his or
her best.‖
Katherine Winkel, Seattle Genetics


―Everyone can make a
difference if she or he
dares to step out to seize
the opportunity and take
the initiative.‖

Sam Liu, Manager, Shuttle Truck Operations, Hong Kong


Feeling and Seeking Challenge

Constituents 25%-35% more engaged



Enable
6 Others to Act


Foster
collaboration by
building trust and
facilitating
relationships.

Strengthen others
by increasing self-
determination and
developing
competence.


―..it‘s all about fostering
collaboration and building
spirited teams – actively
involving others, creating an
environment of mutual trust
and respect.‖
Cora Carmody, SVP, Jacobs Engineering


―Most importantly, the
level of trust subordinates
had in their leaders
determined the amount of
leader influence
subordinates accepted.‖
P.J. Sweeney, V. Thomson, & H. Blanton, Journal of Applied Social Psychology 2009.


The Name of the Game
Makes A Big Difference!

Community Game 70%

Wall Street Game 30%


―We are all human, and we need
to treat people respectfully. I
listen to what people have to say
so that I know what is going on in
their heads and hearts. Only then
can I work with them to improve.‖

Sinisa Ljujic, Christie Digital


Enable Others to Act




Encourage
7 The Heart


Recognize
contributions by
showing
appreciation for
individual
excellence.

Celebrate the
values and victories
by creating a spirit
of community.


Do you need encouragement
to perform at your best

When you get encouragement,
does it help you perform at a
higher level?


―They want to know that I
value them. That I think they
are doing a great job. And
that I am not taking their
contribution for granted.‖

Jane Binger, executive director of leadership development
Lucille Packard Children‘s Hospital at Stanford University


―No one would come to your
cube and talk to you about
what you had achieved…It
didn‘t make me or anyone
else very excited about
getting the reward.‖
Maurice Chan, engineer, telecommunications company, Hong Kong


―He showed
that he cared.‖

Jade Liu, Ambition Group, referring to Guy Day, managing director


The Highest Performing Leaders
• Are more open and caring,
• Express more affection,
• Demonstrate more passion,
• Are more positive, and
• Are more grateful and encouraging

…than lower performers

―The first core truth about
positive emotions is that they
open our hearts and our
minds, making us more
receptive and more creative.‖

Barbara Fredrickson
University of North Carolina, Chapel Hill, Author of Positivity


Magic Ratio

3 :1

Benefits of Celebrating
Accomplishments




The Five Practices of
Exemplary Leadership®

• Model the Way

Going
8 Forward


―Better learners …
consistently engaged in
leadership practices more
frequently than those in the
low learning category.‖

Lillas Brown and Barry Posner


―Two hours per day if
you want to stay the
same. More if you want
to get better.‖

Glenn Michibata, head coach, Men's Tennis, Princeton University


―The development of
expertise requires
coaches who are capable
of giving constructive,
even painful, feedback.‖

Source: K. Anders Ericsson, Michael J. Prietula, and Edward T.Cokely, Harvard
Business Review.


―Where do I start becoming a
better leader? …. I found that
every day I had an
opportunity to make a small
difference.‖

Sergey Nikiforov, CA Technologies


―I could have coached someone
better, I could have listened
better, I could have been more
positive toward people, I could
have said ‗thank you‘ more often,
I could have…the list just went
on.‖

Sergey Nikiforov, CA Technologies


―Saying ‗yes‘ begins
things. An attitude of ‗yes‘
is how you will be able to
go forward in these
uncertain times.‖

Michael Hogan, University of Illinois


Are you ready
to say “yes”
to leadership?


For more information
about The Leadership
Challenge and Jim and
Barry visit:
www.leadershipchallenge.com


Leadership Practices Impact Workplace Engagement

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