Chapter 13 - Leadership is Everyone's Business
The final chapter in Kouzes and Posner wasn't just a summary of the book, it was one last attempt to get the reader to buy into their ideas of leadership; an attempt to say, "no really, you can do this." The authors clearly believe that leadership is available to everyone, and the quotes they share reflect that idea. "Leadership is about relationships, about credibility, and about what you do" (338); "The truth is that leadership is an observable set of skills and abilities...any skill can be strengthened, honed, and enhanced, given the motivation and desire, along with practice and feedback, role models, and coaching." (339-40); "...it's far healthier and more productive to assume that it's possible for everyone to learn to lead." (341)
Kouzes and Posner break down chapter 13 into two primary sections, but unlike the rest of the book they don't overtly point it out. The first section could be called the pep talk, emphasizing that YOU can be a leader. The three subsections are:
This is where they emphasize the chapter title, "Leadership is Everyone's Business". The authors appear to making a final pitch to convince the reader that this leadership thing really is important. As I read it I was reminded of the movie "Little Miss Sunshine", which featured Greg Kinnear as a self help guru who tries to get people to buy into his '9 Steps for success' but fails. My attitude upon reading the first part of the chapter was obviously cynical, and at first I continued reading as if this was a waste of my time. As it turned out, that was a perfect state of mind for the second section.
The second section of chapter 13 seemed to focus on how to be a leader without directly repeating the entire book. I found it refreshing. The subsections are:
As I made my way through this section with my cynical attitude, I was struck by these words, "Humility is the only way to resolve the conflicts and contradictions of leadership. You can avoid excessive pride only if you recognize that you're human and need the help of others." (347) Reading this made me realize what a smug know-it-all I can sometimes be. I went back and reread the chapter at this point, and several other things stood out for me.
To begin with, the first section of chapter 13 was necessary. I think I know being a leader is important, but I tend to lose my perspective when I stop thinking about it. Work, weekend plans, what to eat for dinner - these things are my everyday reality. Leadership isn't. When the little things take over I tend to ignore important lessons, like individual leadership, at any level (even mine), really can make a difference. Reading further other parts of the book stood out. If leadership is "mastery of the self", the I have a long way to go. I would have to put a conscious effort in every day to succeed at mastery of self or leadership. Leadership is in the moment! Every personal leadership example I can think of required leadership in the moment, when I wasn't expecting it. When I stepped up to the plate, I've been mostly successful. When I've ignored an opportunity I had no impact, and I'll never know what I could have done (the Sergey example in page 348 really stood out for me).
Finally, General Stanford's leadership advice, "stay in love", has applied to my whole career. I love what I do, and when I talk about it I noticeably perk up. I'm told over and over that it's clear that I love what I do, and that is immensely satisfying.
So this chapter might be a little "rah rah", but it's also a great stepping off point for the book. I wonder if anyone else had a similar experience with this chapter? Was it just a cheap motivational talk? Do you see yourself if these examples? How could following the advice Kouzes and Posner give contribute to a more powerful life for you?
Scott Dauner
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Comments
What a great summary of the chapter! I love this book but I feel K&P omit something very crucial, the nature of the individual. I agree everyone can become a leader but only by knowing themselves first. This is more than clarifying values.
My perspective comes from my knowledge of astrology.
Leadership comes easy to those who are cardinal signs. (Aries, Cancer, Capricorn, Libra) They are born leaders ready to take charge and make things happen. This is not so easy, however for fixed signs (Leo, Scorpio, Aquarius, Taurus) who are better at being keepers of the store. They will make sure all is in order to ensure success, especially the financial success.
Leadership is not easy for the mutable signs (Gemini, Virgo, Sagittarius, Pisces ) They are much more comfortable talking and communicating than leading.
In spite of this, I still think everyone can be a leader. With this knowledge of astrology persons in leadership can help guide individuals to acquire the skills that are not natural to them. Knowing their nature they will be able to define what they are good and what element they feel good in, leadership, communication or as accountability facilitators.
Astrology is the art that was used for centuries to guide mankind. Artfully, it has been extracted from modern day "wisdom." I think by acknowledging astrology many struggles in human communication could be avoided and companies would waste much less time in figuring out who would naturally do well to facilitate their success.
Posted by: Bette Jo | April 7, 2008 11:08 AM
I agree that Chapter 13 sounded more like a motivational talk which I thought served a great purpose for a closing theme. My take from this chapter is that K & P was trying to reinforce the lessons of effective leadership that had been taught through out the chapter.
An example given that would be worth emulating would be and worthy of helping me achieve my leadership is the knowledge that “Leadership is self-development” (p344).
In order to lead successfully you must first know who you are what you value and what you care about.
I still wrestle with the notion that everyone can be a leader. I could restate this by saying that K & P did not address the fact that everyone can be a leader but everyone cannot be in the leadership position at the same time. What happens if you are in a group and everyone wants to be in charge or exert their leadership all at the same time? It would have been a good point for K & P to address the conflicts that exist between leadership and leading.
My suggestion on the question that is frequently asked “Are leaders born or made?”(p339) should be rephrased to ask if leadership is inherited or developed.
The arguments then could be more relative and productive. Are there any thoughts on this?
Marie
Posted by: Marie | April 7, 2008 09:27 PM