The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations, 2nd Edition

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  • Edition: 2nd
  • Format: Paperback
  • Copyright: 1996-11-01
  • Publisher: Wiley
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"With scores of new case studies and a timeless and inspiring message, The Leadership Challenge is a "personal coach in a book," guiding readers through the Five Practices of Exemplary Leadership. When leaders understand that leadership is a relationship and they begin to engage in the Five Practices - Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart - they are better able to embark on a lifetime of success and significance."--BOOK JACKET.

Author Biography

Barry Posner is Dean of the Leavey School of Business at Santa Clara University. James M. Kouzes is Dean's Executive Professor of Leadership, Leaver School of Business, Santa Clara University.

Table of Contents

Foreword xv
Preface Everyone's Business: The New Realities of Leadership xvii
PART 1 When Leaders Are at Their Best
The Practices and Commitments of Exemplary Leadership
The Five Fundamental Practices of Exemplary Leadership
Myths, Traditions, and Realities
The Ten Commitments of Leadership
What Constituents Expect of Leaders: Knowing the Other Half of the Story
Leader Characteristics That Constituents Admire
Putting It All Together: Credibility
The Essence of Leadership
Defining Leadership
PART 2 Challenging the Process
Search for Opportunities: Confronting and Changing the Status Quo
The Challenge of Change
Arousing Intrinsic Motivation
Balancing the Paradox of Routines
Using Outsight
Conditions That Foster Leadership
Committing to the Challenge: Moving Toward Opportunities
Experiment and Take Risks: Learning from Mistakes and Successes
The Importance of Taking Risks
Learning from Mistakes
Promoting Psychological Hardiness and Fostering Risk Taking
Making Something Happen
Committing to the Challenge: Learning the Lessons of Experimentation
PART 3 Inspiring a Shared Vision
Envision the Future: Imagining Ideal Scenarios
The Importance of Having a Vision
Imagining the Ideal
Intuiting the Future
Committing to the Challenge: Focusing the Vision
Enlist Others: Attracting People to Common Purposes
Developing a Shared Sense of Destiny
Discovering a Common Purpose
Giving Life to a Vision
Demonstrating Personal Conviction
Committing to the Challenge: Leading with Shared Vision
PART 4 Enabling Others to Act
Foster Collaboration: Promoting Cooperative Goals and Mutual Trust
Collaboration Improves Performance
Developing Cooperative Goals
Seeking Integrative Solutions
Building Trusting Relationships
Committing to the Challenge: Getting to Collaboration
Strengthen Others: Sharing Power and Information
Power in Service of Others
Ensuring Self-Leadership: Putting People in Control of Their Own Lives
Providing Choice
Developing Competence
Assigning Critical Tasks
Offering Visible Support
Committing to the Challenge: Acting on the Paradox of Power
PART 5 Modeling the Way
Set the Example: Doing What You Say You Will Do
Clarifying Values: Beliefs Guide Choices and Actions
Unifying Constituents: Shared Values Make a Difference
Paying Attention: Actions Speak Louder Than Words
Committing to the Challenge: Making Actions Count
Achieve Small Wins: Building Commitment to Action
Major Change Is a Process of Small Wins
Leading the Small-Wins Process
Committing to the Challenge: Small Wins Strengthen Commitment and People
PART 6 Encouraging the Heart
Recognize Contributions: Linking Rewards with Performance
Building Self-Confidence Through High Expectations
Connecting Performance and Rewards
Using a Variety of Rewards
Being Positive and Hopeful
Committing to the Challenge: Building Confidence and Courage
Celebrate Accomplishments: Valuing the Victories
Celebration Essentials
Cheering About Key Values
Making Ceremonies Public
Being Personally Involved
Creating Social Support Networks
The Secret of Success Is Love
Committing to the Challenge: Leading and Loving the Team
PART 7 Beginning the Journey
Become a Positive Force: The Leader Who Makes a Difference
Leaders Make a Difference
Believing That You Can Lead
Learning to Lead
Leadership Development as Self-Development
Appendix Theory and Evidence Behind the Practice: The Leadership Practices Inventory (LPI) 341(12)
Notes 353(26)
Acknowledgments 379(4)
The Authors 383(4)
Index 387

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