This document summarizes a presentation about leadership and employee engagement. It discusses research showing that leadership has a significant impact on engagement. The presentation describes the Five Practices of Exemplary Leadership: Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. It provides examples of how each practice can increase employee engagement when demonstrated by leaders. The overall message is that great leadership creates a great workplace and leads to great organizational results.

1. Welcome
The Leadership Challenge Experience:
“Great Leadership
Makes a Great Workplace”
January 8, 2013
Copyright © 2013 Sonoma Leadership Systems all rights reserved

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Copyright © 2013 Sonoma Leadership Systems all rights reserved

4. Great
Leadership
Makes a Great
Workplace
January 8, 2013
Kansas City
with Barry Posner

5. “Only three things happen
naturally in organizations:
friction, confusion, and
underperformance.
Everything else
requires leadership.”
Peter Drucker

6. Leadership Development is a
Global Challenge
Over 76% indicated that the most
critical people management issue
related to organizational success
was their leadership development
and leadership pipeline.
Deloitte Touche Tohmatsu and the Economist Intelligence Unit

7. AGENDA
(1) Document That Leadership
Makes a Difference
(2) Describe The Five Practices
of Exemplary Leadership
(3) Provide Practical Take-Away
Actions

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

9. Kouzes-Posner Research
• Over 30 years of collecting data
• Over 5,000 individual cases studies
• Over 5 million survey respondents
• Global data from over 70 countries.
• Over 550 research studies by others.
• Rigorous testing of reliability and
validity.

10. The Five Practices of
Exemplary Leadership ®
• Model the Way
• Inspire a Shared Vision
• Challenge the Process
• Enable Others to Act
• Encourage the Heart

11. “When we ask employees in
great workplaces to describe
what it is like to work there,
they begin to smile …
Michael Burchell and Jennifer Robin

12. “… and they talk about how
they are excited to get to
work, and, at the end of the
day, are surprised to discover
that the day has already
disappeared.”
Michael Burchell and Jennifer Robin

13. “They share their belief that
what they do matters in the
organization - that their team
or the organization would be
less successful if it weren’t for
their efforts.”
Michael Burchell and Jennifer Robin

14. “(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

15. How would you measure
engagement?
What are the elements or
dimensions you would want
to tap into?

16. Kouzes Posner’s Positive
Workplace Attitudes Scale
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.

17. How much of engagement can be
explained by…
(a) Leadership; that is “How
people’s leaders behave?”
(b) Who people are and
what they do?

18. Leadership Practices
Inventory (LPI)
• 30 behavior-based statements.
• Likert scale from “1” (rarely) to
“10” (almost always)
• 5 independent leadership scales
(each with 6 behavioral
statements)
• Strong reliability and validity

19. Who People Are
and What They Do
1. Age
2. Gender
3. Educational Level
4. Functional Area
5. Hierarchical Level
6. Organizational Size
7. Length of Time with Organization
8. Industry
9. Country

20. What percentage of
people’s work What
engagement is percentage is
accounted for by who explained by
people are and what leadership?
they do?
1. Less than 1% 1. Less than 1%
2. 1% to 5% 2. 1% to 5%
3. 6% to 10% 3. 6% to 10%
4. 11% to 20% 4. 11% to 20%
5. 21% to 30% 5. 21% to 30%
6. More than 30% 6. More than 30%

22. 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

24. Does Leadership Matter?
Higher usage of The Five Leadership Practices is
significantly correlated with measures of:
• Higher leader credibility
• Greater levels of commitment
• Greater teamwork and empowerment
• Increased productivity
• Higher performance and effectiveness
• Reduced turnover and absenteeism

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

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

27. Clarify values by
finding your voice
and affirming
shared values.
Set the example
by aligning
actions with
shared values.

28. “In order to become a
leader…it’s important that
I first define my values
and my principles.”
Olivia Lai

29. “I couldn’t ask anyone
else to make a
commitment, until I knew
in my heart that I was
willing to make that same
commitment myself.”
Mary Goodwin
Mary Godwin

30. “Knowing who I am has
been enormously helpful in
guiding me in making
decisions about what I do
and how I could do it.”
Spencer Clark

31. When Clear About
Leadership Philosophy
Leaders 25% more engaged
Constituents 40% more engaged

32. “What evidence exists that
we are living our values and
making decisions consistent
with our values?”
Barbara Goretsky

33. Everybody wants to go
to heaven,
But nobody wants
to die first.

34. If you read 5,000 books this fall,
I’ll spend the weekend up on the roof!
“I was so happy that
he kept his promise,”
Esther Zamora, 8,
said, as she stared
up wide-eyed at
Kramer, equipped “It’s pretty funny,” said
with a tent, lawn Joseph Knight, 10.
chair and some “But it would be funnier if
favorite books… it rained.”

35. Parents talked about how the idea made
their children more excited about reading.
“He’s the best principal
the school has every
had,” says Debbie
Lomedi, mother of
Selena Cervantes, 6.

36. “Firms 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

37. “The model we set
with our actions
is far more powerful
than anything we say!”
Jim Kouzes and Barry Posner

38. Let’s clap
our hands.
Let’s see if I can get everyone to clap
together in perfect unison.
“I’ll count to three, and right on the
count of three, I want everyone to
clap their hands together.”

39. TO REPEAT:
“The model we set
with our actions
is far more powerful
than anything we say!”
Jim Kouzes and Barry Posner

40. What do you think are
the most important
things a leader can do
to impact employee
engagement?
1. Lead by example.
2. Ensure all leaders act in a consistent
way across the organization.
3. Be more mindful of linking actions with
values.
4. Constantly work on it.

42. Envision the future
by imagining exciting
and ennobling
possibilities.
Enlist others in a
common vision by
appealing to shared
aspirations.

43. “People are not trained to
face danger, in fact, they are
trained to avoid it [...] If you
want someone to face a
dangerous situation, you
have to give them a good
reason to do it.”
Claudio Lucero

44. What’s it like to drive in the fog?

45. “But that’s what leadership is
for — to look at the chaos
and provide a point of view
about what needs to be
done.”
James P. Hackett

46. What kind of information
do people want more of
from their management?

47. • Reliable information on
where the company is
heading.
• How my job fits into the
total picture.

48. “You have to be able to
communicate how
everyone involved
has something at
stake in the outcome.”
Debbie Bishko

49. Envision and Enlist
Constituents 25% more engaged
Leaders reported 50% more effective

50. What do you think are
the most important
things a leader can do
to impact employee
engagement?
1. Don’t lose sight of the future by only focusing on the
here-and-now.
2. Communicate the vision, strategy and objectives
frequently and with clarity.
3. Speak openly, positively, credibly, and often about a
brighter future across the organization.
4. Communicate excitement about the company's mission
and vision.

51. 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.

52. “Leaders are
not probability
thinkers. They
are possibility
thinkers!”
Jim Kouzes and Barry Posner

53. “Everyone can make a
difference if she or he
dares to step out to seize
the opportunity and take
the initiative.”
Sam Liu

54. Feeling & Seeking Challenge
Constituents who felt
25% - 35% stronger
challenged reported
feelings of engagement
Constituents who saw
leaders as seeking
challenges evaluated 40% more effective
them as

55. “The key to motivating
performance is
supporting progress in
meaningful work.”
Teresa M. Amabile and Steven J. Kramer

56. “Leadership is learning by
doing, adapting to actual
situations.
Leaders are constantly
learning from their errors
and failures.”
Claude Meyer

57. What do you think are
the most important
things a leader can do
to impact employee
engagement?
1. Encourage employees to go beyond their comfort
level and continually improve themselves.
2. Support risk taking and growing; provide air cover.
3. Provide tasks that challenge people and give them
the opportunity to grow and develop.
4. Provide meaningful work.

58. Foster collaboration
by building trust and
facilitating
relationships.
Strengthen others by
increasing self-
determination and
developing
competence.

59. “No matter how
capable a leader is,
he or she alone won’t
be able to deliver
without the joint
efforts that come
from the team.”
Eric Pan

60. “It’s all about fostering
collaboration and building
spirited teams – actively
involving others, creating an
environment of mutual trust
and respect.”
Cora Carmody

61. “By trusting others with
responsibility you are letting
them know you believe in
them and that you have
confidence that they can
achieve it.”
Ana Aboitiz

62. • She created a climate, which allowed me to develop the
competence and confidence necessary to become an
agent.
• She enhanced my self-determination by empowering me
to negotiate low-level actor deals directly with film
producers.
• She made me feel part of her team. When times were
difficult or stressful, she reminded me that we were inter-
dependent.
• In hindsight, Niki helped me understand the importance
of strengthening others and fostering collaboration.
Pranav Sharna

63. “We discovered that trust is
among the strongest known
predictors of a country’s
wealth; nations with low
levels tend to be poor.”
Paul J. Zak

64. “It is essential to share information
with a team. Many times leaders think
that withholding information will help
the team be more focused; or perhaps
it has to do with wanting the power for
themselves.
However, I find that sharing information
fosters collaboration and
communication among the team.”
Erika Long

65. Enable Others to Act
Constituents 30% more engaged
Leaders reported 60% more effective

66. What do you think are
the most important
things a leader can do
to impact employee
engagement?
1. Share information, provide resources, clear away obstacles,
and eliminate rules.
2. Support developmental experiences which build competence
and confidence, especially in relationship to their next
role/assignment.
3. Listen carefully and demonstrate in actions that people’s
input and viewpoint are valued.
4. Allow discretion for making choices and exercising decisions.

67. Recognize
contributions by
showing
appreciation for
individual
excellence.
Celebrate the values
and victories by
creating a spirit of
community.

68. Which is the right question?
1. Do you need encouragement to
perform at your best?
2. When you get encouragement
does it help stimulate and
sustain your performance?

69. “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

71. “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

72. Poll: How Positive?
What does the ratio of positive to negative
affect need to be at work for people to feel
fully engaged?
A. 1:1
B. 2:1
C. 3:1
D. 4:1
E. 5:1
F. 6:1

73. Magic Ratio

75. “By publicly praising people,
you make a statement for
how you wish other people,
not directly involved in the
praise, to work and act.”
Kajsa Ryttberg

76. “Sharing success stories and
celebrating contributions
encourages everyone to
come together and work
toward the larger goal.”
Prasad Kanneganti

77. Benefits of Celebrating
Accomplishments
Constituents 26% more engaged
Leaders reported 31% more effective

78. What do you think are
the most important
things a leader can do
to impact employee
engagement?
1. Understand what motivates each employee.
2. Genuinely care about people.
3. Appreciate employees’ efforts and recognize
performance.
4. Link rewards/recognition with values and vision.

79. The Five Practices of
Exemplary Leadership®
• Challenge the Process
• Encourage the Heart
• Inspire a Shared Vision
• Model the Way
• Enable Others to Act

80. Great Leadership =
Great Workplace =
Great Results!!

81. 707.933.3882
Preferred ask@sonomaleadership.com
Provider, The Leadership Challenge®
www.sonomaleadership.com
ask@sonomaleadership.com | 707.933.3882 | www.SonomaLeadership.com