Leadership and Change

Reflection on chapter 13 – Leadership Is Everyone’s Business
Chapter 13, Leadership Is Everyone’s Business, of Kouzes & Posner is the only chapter in the Leadership For Everyone section of the book. This chapter is the summary of the whole book. The authors emphasize their leadership theory in this chapter, just as in the word of Kouzes & Posner, “…leadership is not about position or title…leadership is not about organizational power or authority…leadership is about relationship, about credibility, and about what you do.” The authors explained why one can be a good leader and how to use the Five Practices of Exemplary Leadership to acquire accomplishments, and to be a leader and successful leader. It consists eight parts, and can be divided into two sections.
The first section includes three parts: you are the most important leader in your organization; leadership is learned; leaders make a different. The authors try to tell readers that one can be a good leader and explain why.
The second section includes five parts: first lead yourself; moral leadership calls us to higher purposes; humility is the antidote to hubris; leadership is in the moment; the secret to success in life. The authors gave readers specific ways to practice, and try to introduce how one can be a good leader.

The point I took away from this chapter was realizing my potential of leadership and how to put them into practice of leadership. The quotes that struck me the most in this chapter were:
"You have to challenge the myth that leadership is about position and power. And, once challenged, people can come to see leadership in a whole new light."(338)
"Now, I see leaders leading a group of people of any size and leading at any level. You are a leader if you employ these five leadership practices because people around you want to follow." (339)
"The fact that leaders can learn to be leaders through self-awareness and effort opens the possibility that individuals have a choice about pursuing or ignoring the calling of leadership."(340)
"The more you engage in the practices of exemplary leaders, the more likely it is that you’ll have a positive influence on others in the organization. "(343)
"The instrument of leadership is the self, and mastery of the art of leadership comes from mastery of the self."(344)
"The best-kept secret of successful leaders is love: staying in love with leading, with the people who do the work, with what their organizations produce, and with those who honor the organization by using its products and services. "(343)
I appreciated this chapter because I think it totally changed my prejudice of leadership theory. At first, I always think that leadership is about position or title, especially in the public sector. People who work for the private sector are not related to leader or leadership. I think it may be caused by my culture. As Chinese saying goes, “all other callings now rank first, the study of books is first and best.” Why, because people can become civil servants--traditional concept of leader through diligent study. What’s more I don’t think I have to pay more attention to some affairs that didn’t relate to my field. Just as one Chinese saying goes, “he who is not in any particular office, has nothing to do with plans for the administration of its duties.” After read this book and this chapter, I learnt a lot. As Kouzes & Posner noted, “leadership is about relationship, about credibility, and about what you do; what makes the difference between being a leader or not is how you respond in the moment.”
But, in my point of view, the authors’ work generalized the concept of leadership theory. Sometime I ask myself, is it leadership book or a book of public relation or the truth of life.

Kun,

"The fact that leaders can learn to be leaders through self-awareness and effort opens the possibility that individuals have a choice about pursuing or ignoring the calling of leadership."(340)

I appreciate your having reminded me about this quote. I had forgotten how much hope it gave me when I read it. I believe it represents throwing open the door - nay, the gates! - to everyone. If properly disseminated, I do believe it could serve as a spark to kindle a fire in those who either do not believe they have the proper "make-up" to be a leader as well as those who feel they lack the experience or education to be a leader. Thank you for reminding me of it.

Sarah Waldemar

Sarah,

Your post is really amazing. The story of your personal experience definitely sheds some light and helps give so much more meaning to the chapter. I love your discussion on Hubris and Humility because it is something I have come to encounter in my job. As an event planner for a large section of the Academic Health Center I have come to realize that if the event goes great the person actually hosting the event will receive all the praise, but if the event goes bad, I am front and center to receive the negative feedback. At first I would be so upset that I wasn't receiving the proper acknowledgement for all the work I did but as time has gone on, I realized that sometimes the satisfaction of knowing that people loved the event and told the host was enough acknowledgement... at least for now...

In general, I think working at the University can be a very humbling experience, no matter your rank or department.

Sarah,
Your thoughts on hubris and humility are well taken. It reminds me of that Harry Truman quote, "It is amazing what you can accomplish if you do not care who gets the credit."

'Credit' is a strange beast. I've certainly felt the twang of anxiety when I felt someone was taking my thoughts and ideas as their own. It was a case where I had spent a lunch telling a coworker about ideas I had for a web based application, and later in the week I heard someone else describing these same ideas for use in an application as coming from the lunch coworker. As Yoda might say, "Irritated was I." I learned from that experience though, and was able to understand that it was the lack of feeling appreciated by the organization as a whole that was the foundation for my irritation, not someone actually using an idea I had. At that time, I was quite proud (good pride) of figuring that out.

Since then, I've actually worked hard to let go of idea possesion which I must admit is easier said than done. I think it's difficult for two reasons. One, our society is very capitalistic in nature, and good ideas can lead to power, control and money. Two, if someone puts in a lot of effort on something and gets no recognition yet witnesses others getting recognized, it can lead to serious moral issues.

Sarah,
Your thoughts on hubris and humility are well taken. It reminds me of that Harry Truman quote, "It is amazing what you can accomplish if you do not care who gets the credit."

'Credit' is a strange beast. I've certainly felt the twang of anxiety when I felt someone was taking my thoughts and ideas as their own. It was a case where I had spent a lunch telling a coworker about ideas I had for a web based application, and later in the week I heard someone else describing these same ideas for use in an application as coming from the lunch coworker. As Yoda might say, "Irritated was I." I learned from that experience though, and was able to understand that it was the lack of feeling appreciated by the organization as a whole that was the foundation for my irritation, not someone actually using an idea I had. At that time, I was quite proud (good pride) of figuring that out.

Since then, I've actually worked hard to let go of idea possesion which I must admit is easier said than done. I think it's difficult for two reasons. One, our society is very capitalistic in nature, and good ideas can lead to power, control and money. Two, if someone puts in a lot of effort on something and gets no recognition yet witnesses others getting recognized, it can lead to serious moral issues.

I meant 'morale issues' not 'moral issues'.

This week, as I grabbed yet another new highlighter, I realized that much of my K&P book is glowing a strange yellow color. My hyperactive interaction with their ideas is quite obvious, and I need to tip my hat to them for ending on a very important message that you captured very well in your reflection, Sarah.

I keep Terry's advice at the forefront of my thinking as I think about humility and hubris: theory and practice together for effectively figuring out "What is really going on?"

No one of us in this complex world can do that job alone. Barbara Crosby's scholarship with John Bryson in "Leadership for the Common Good" is the other text that is hyperactively highlighted and never too far away. They touch on this same theme, encouraging leaders to constantly develop new skills and seek the larger context of any given issue, especially messy, "emergent" issues.
When, though, have we ever heard or seen a leader really grapple with NOT knowing what's going on? Today's expert model of leadership tends to keep that struggle from the public eye. Today's prime-time television shows present a problem, explore the problem, and tie it up with a bow within a broadcast time slot. Real life and learning are messy.

Our class project has become a place for exploration of these important ideas, and for that I am most grateful. I think we can thank the immersion in K&P's book for establishing a culture within which we all could work to find common ground. We can thank Barbara for introducing us, rather unexpectedly, to the culture of Mixed Blood Theater and "Love Person," almost as if she knew we would struggle with language and culture ourselves when faced with a five-week, intense project deadline. Without any boundaries of expectations, we needed to establish our own framework, individually and collectively, within which to operate.

It seems through this story that you have done that extraordinarily well in your workplace (and I do not use that word accidentally given the title of K&P's text!). I know more than most about how this job came into your life (through the small-group privileges of the values discussion last week), and see clearly in this writing that this job exists at that intersection of passion and purpose for you. K&P's advice about recognition comes through strongly, and although the work on your office must be high-stakes and quite demanding, it is clear that you've figured out ways to emphasize the rewards.

So here's my question: What lies in the future for a high-performing leader with a high-performing team that meets all the K&P criteria for extraordinary? What next?

Wendy

Sarah,
I was at your symposium. Great job! It was so well received by everyone I spoke with.
I had no idea it was your brainchild. I think a lot of us perceived it as something that was brought in with the new AVP. I guess a lot of us are basically pretty lazy and just rely on assumptions rather than finding out the truth. Now that I know though, please allow me to tip my hat to you. It was a fabulous day.
I'm not sure if you factored in the mere novelty of it or not, but about a month prior to your symposium SFR had an event on a much smaller scale. We heard many good things as well. Our event paled in comparison to yours. I'm just wondering if there was much thought to just doing it different (change for the sake of change). At our event I stayed out front as a greeter. In that role I also asked people what they thought as they departed. A lot of the attendees really appreciated the displays, and getting to put a face with the accountants' names; but a lot of the positive response was that it was a unique event and an unusual way to learn about SFR, who we are and what we do.
Did any of the symposium planning lean to, let's just try something new and see how it goes? I think it would take strong leaders to pull that off, and you guys did it. Great job!