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Question#3. Identify and explain the various ways in which leaders establish their credibility through their actions and how that contributes to leader performance.
1. Public sector managers frequently must:
2. Five aspects of building credibility ( M.I.C.E.E)
3. Four Principles of Ethical Leadership in the Public Sector
2 pages single space
Question #3. Identify and explain the various ways in which leaders establish their credibility through their actions and how that contributes to leader performance.
1. Public sector managers frequently must:
2. Five aspects of building credibility ( M.I.C.E.E)
3. Four Principles of Ethical Leadership in the Public Sector
Public sector managers frequently must:
· Accept goals that are set by organizations other than their own.
· Operate structures designed by groups other than their own.
· Work with people whose careers are in many respects outside management’s control.
· Accomplish their goals in less time than is allowed corporate managers.
· Credibility is not automatic — it’s built after a lot of struggle and hard work. If a leader lacks credibility, he would never be able to lead his team or even move up to an authoritative position at the workplace.
· Building credibility is an essential component of keeping citizen’s trust. Where there is trust, there is a growing and sustainable relationship. When leaders establish credibility, citizens respect them, vouch for them, and continue to use the services provided business because citizens feel connected to what leaders say, do, and stand for.
· Integrity and trust is a crucial aspect of credibility
· Leaders with integrity are honest, principled, and ethical in their dealings with others.
· They are scrupulously honest and act on principle.
· They can be trusted to do what they say they will do and to follow up on promises made. They can be trusted to keep their commitments.
· In acting with integrity, they command the respect of others who recognize the leaders’ sense of responsibility.
· Above all, we must be able to TRUST our leaders. We must believe that their word can be trusted, that they will do what they say, that they have the knowledge and skills to lead, and that they are personally excited and enthusiastic about the direction in which we are headed.
· Role of a leader
o Come up with good ideas about the direction that the group should take
o Decide on a course of action or a goal to be accomplished
o Exert his or her influence or control in moving the group in that direction
· Leaders who are visionary usually establish their credibility because they are active in fulfilling that vision. They determine the direction the organization will go by seek for opportunities even it is a risk. They are normally passionate in what they do. They build relationships with people that will help them move forward in a positive way. They also have empathy to what their employees or public is going through or acknowledges their needs.
· Leaders gain credibility through their actions.
· “What values (personal traits or characteristics) do you look for and admire in your superiors?” The most frequent responses were that superiors be honest, competent, forward-looking, and inspiring. Kouzes and Posner noted that these categories were surprisingly similar to those communication experts use in assessing the believability of sources of communications such as newscasters and salespeople. In such studies, qualities such as trustworthiness, expertise, and dynamism were associated with greater credibility. Kouzes and Posner (1987/2017) concluded that, more than anything else, we want leaders who are credible:
o Above all, we must be able to believe in our leaders. We must believe that their word can be trusted, that they will do what they say, that they have the knowledge and skill to lead, and that they are personally excited and enthusiastic about the direction in which we are headed.
Five Aspects of Building Credibility (Kouzes and Posner, 2007):
(M.I.C.E.E)
If credibility is the foundation of all leadership, then what are the things leaders do that enhance their credibility? Kouzes and Posner (1987/2017) answered that leaders establish their credibility through their actions, specifically through five “practices” that they engage in when they are at their best and that are available to anyone who wishes to accept the leadership “challenge” :
1. Modeling the way.
· The most successful leaders are those who “practice what they preach.”
· These are the leaders who have a clear idea of their beliefs and values and who constantly sharpen their understanding of those beliefs and values.
· They are people who have a clear sense of their own behavior— what they are doing and how it is affecting the group.
· These leaders are role models for those in the organization. They are consistent and persistent—consistent with their values and persistent in pursuit of their goals.
1. Modeling the way.
The most successful leaders are those who “practice what they preach.” These are the leaders who have a clear idea of their beliefs and values and who constantly sharpen their understanding of those beliefs and values. They are people who have a clear sense of their own behavior—what they are doing and how it is affecting the group. And they are people who are able to make sure that their behavior is consistent with their principles. These leaders are role models for those in the organization. They are consistent and persistent—consistent with their values and persistent in pursuit of their goals.
2. Inspiring a shared vision.
· Leaders look into the future, explore its possibilities, and dream about what the future might be like.
· This vision or mission represents an important change—a desire to make something happen that is new, different, and hopefully better.
· Leaders have to inspire others to buy into that vision, something that is partly dependent on leaders’ own energy and enthusiasm in carrying the vision forward.
2. Inspiring a shared vision
. Leaders look into the future, explore its possibilities, and dream about what the future might be like. This vision or mission represents an important change—a desire to make something happen that is new, different, and hopefully better. But leaders not only have to articulate the vision; they also have to inspire others to buy into that vision, something that is partly dependent on leaders’ own energy and enthusiasm in carrying the vision forward.
3. Challenging the process.
· Leaders accept the challenge of change. The specific challenge may come in a number of ways—from trying to introduce a new program of quality service to citizens to implementing a new program to turning a decaying organization around.
· Leaders are willing to step out into the unknown and explore new ideas and approaches.
· They encourage risk and innovation—in themselves and in others. And they learn from both their successes and their failures.
3. Challenging the process
. Leaders accept the challenge of change. The specific challenge may come in numerous ways—from trying to introduce a new program of quality service to citizens to implementing a new program to turning a decaying organization around. Leaders are willing to step out into the unknown and explore new ideas and approaches. They encourage risk and innovation—in themselves and in others. And they learn from both their successes and their failures.
4. Enabling others to act.
· Leaders cannot carry forward important projects on their own. They need the help and assistance of people throughout the organization.
· Successful leaders encourage, empower, and enable others to act.
· They promote teamwork and collaboration throughout the organization, and they model the importance of teamwork in their own behavior.
· They want people throughout the organization to buy into the vision, to feel a sense of ownership in what is happening, and to feel that their work is being fully supported.
4. Enabling others to act
. Leaders cannot carry forward important projects on their own. They need the help and assistance of people throughout the organization. Successful leaders encourage, empower, and enable others to act. They promote teamwork and collaboration throughout the organization, and they model the importance of teamwork in their own behavior. They want people throughout the organization to buy into the vision, to feel a sense of ownership in what is happening, and to feel that their work is being fully supported.
5. Encouraging the heart.
· The most successful leaders encourage others to do their very best and to recognize and celebrate their successes.
· Leaders are in part cheerleaders, boosting the spirits of those with whom they work and cheering them on to greater accomplishments.
· The means of “encouraging the heart” may vary widely, from establishing large-scale employee recognition systems or events to simply stopping in the hall to tell employees that they are doing a good job.
· The best leaders generally are quite enthusiastic about what they are doing, but they also recognize that they cannot do the work on their own and that other people need to know they are doing well and that their efforts are appreciated (e-text 367-369)
5. Encouraging the heart
. The most successful leaders encourage others to do their very best and to recognize and celebrate their successes. Leaders are in part cheerleaders, boosting the spirits of those with whom they work and cheering them on to greater accomplishments. The means of “encouraging the heart” may vary widely, from establishing large-scale employee recognition systems or events to simply stopping in the hall to tell employees that they are doing a good job. The best leaders generally are quite enthusiastic about what they are doing, but they also recognize that they cannot do the work on their own and that other people need to know they are doing well and that their efforts are appreciated.
· That leadership involves a relationship between leaders and followers, who engage with one another in a process of determining what is to be sought. Leaders act on their own motives and interests, but these must be connected to the motives and interests of followers. In order for moral leadership to occur, the values of both the leader and the followers must be represented. As Burns has said, “Leaders and followers are engaged in a common enterprise; they are dependent on each other, their fortunes rise and fall together”
· Shared leadership focuses not on the leader but rather on clusters of individuals working and growing together. Leadership is seen as a function that operates within a group—not the property of a single individual but rather an activity in which many can participate. Leadership refers to the actions of an individual only as he or she interacts with others in a group, an organization, or a society. We can define this new approach to leadership in the following way: Leadership occurs where the action of one member of a group or an organization stimulates others to recognize more clearly their previously latent needs, desires, and potentialities and to work together toward their fulfillment. In other words, leadership energizes. Leadership is exercised by the person in the group who energizes the group, whether or not he or she carries the title of “leader.”
· Give an example of a leader one looks up to or knows. (optional)
· Credible Leadership = Ethical Leadership
Four Principles of Ethical Leadership in the Public Sector
1. Ethical leaders respect others – Listen to the views of others, treat subordinates with respect.
a. Makes everyone feel valued and in return provides teamwork
b. People must be treated as having their own autonomously established goals.
c. Should never be treated purely as the means to another’s personal goals. Don’t use people.
i. Caring & Valuing people
2. Leaders are just – Ethical leaders are concerned with fairness and justice.
a. Regardless of who you are or who you know, abide by the same rules.
b. Do unto others as you would want others to do to you.
c. When individuals are treated differently, the grounds for different treatment must be clear and reasonable – based on moral values
d. When resources and rewards or punishments are distributed to employees, the leader plays a major role.
3. Leaders have integrity – consistency of actions and word principles.
a. What you do when no one is looking
b. Come forward with an honesty and transparency
i. This is tough because sometimes coming forward with the truth can hurt and be destructive but necessary for the greater good.
4. Ethical Leaderships serve others- serving others is the primary foundation of the public sectors so showing that one committed to others shows the vision for a bigger picture.
a. Working for people and communities, care about the jobs we do, and people’s needs getting met.
Useful Resources:
Compare and contrast different styles of leadership. Propose scenarios where each style might be most appropriate.
EXAMPLE OF LEADERSHIP STYLE IN THE WORKPLACE:
Leadership styles can be a toolkit to apply to each situation, project, etc.
· A new manager is hired for a team that has had conflict in the past. This conflict has led to a dissatisfaction among employees and a lack of productivity within the department. This leader decides to adopt a transformational leadership style. She first must understand the mission/vision of the org to be able to share w/employees and inspire them. Then get to know employees to
· Adaptive leadership style – get to know employees to see what motivates them. Change style depending on the employee’s needs. “How do you best receive feedback?” “Do you prefer public or private recognition?” Cares about how employees are doing personally and asks what they need to succeed, long-term goals. Humanistic approach. Get to know outside of work and what you bring to the organization.
· Performance appraisals – share where supervisor is/their needs, and ask where employee is/how doing/their needs
· Authentic leadership – building relationship and camaraderie, transparency.
· Transactional – work only, no personal investment. Outdated/generational. Ex – Supervisor walks by w/o saying hello
· Research clearly has shown that the key to effective persuasion is the credibility of the source. (Recall from Chapter 7 that a key component of effective leadership is credibility; we suspect that there is a connection.) A sender with strong credibility is more effective in changing the beliefs and attitudes of others than a sender with low credibility (Cherrington, 1994, pp. 537–542; see also Kouzes & Posner, 2003). Credibility, in turn, is aided by two characteristics: expertise and trustworthiness. Someone who is considered an expert will be taken more seriously than someone who is thought to know little about a subject. For example, a research scientist who has extensively studied the effects of tobacco on smokers’ health is presumed to know more about that issue than the average person on the street. But the question of trustworthiness may cut in a different direction. In some situations, a person who actually has experienced lung cancer as the result of smoking might be far more persuasive. In general, if the issue is one of facts (e.g., how many smokers die from lung cancer each year), then expertise will be the more important factor in persuasion; if the issue is one of values (e.g., whether people feel better after they stop smoking or even whether they should stop smoking), then the most effective communicator might be one who shares characteristics or experiences with the intended audience (e-text 494).
Credible: The quality of being trusted and believed
You might have facts versus values.
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