Kouzes & Posner Five Point Model

1800 Words 8 Pages
The Federal Emergency Management Agency’s (FEMA) Grant Program Directorate has experienced low staff morale and staff retention for over the last 5 consecutive years. An experimental case study utilizing the Kouzes & Posner Five Point model will show that adjustments in leadership requirements and style can be the difference between the agency being a productive success or failure. For an agency to be successful, it must keep staff morale high to encourage staff retention. A high staff turnover is often the result of poor leadership and in most cases contributes to an ineffective system.
Leadership in an organization often plays a critical role, and is frequently, though not always, one of the major drivers of its success or failure. (Bass,
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Leaders envision, exciting and ennobling possibilities. They have a desire to change and they see pictures in their mind of how the results should look. Leadership is a dialogue not a monologue. “If you do not believe enough to share it, talk about it, and get others excited about it then it’s not much of a vision!(17)”.
Leaders “envision the future, creating an ideal and unique image of what the organization can become” (Kouzes & Posner, 2001, p.3). Effective leaders have the ability to inspire a shared vision and are “captivated by their dreams and obsessed with the need to turn dreams into reality” (Nanus, 1996, p.461). Answers to questions like how to grow the current size of an organization, how to realize trends and how to draw a blueprint of the future vision come to light when a leader has a shared vision.
This attribute requires great communication and interpersonal skills. In order to inspire a shared vision, you need to know, at the most basic level, what is being “shared”. In other words, what do people want to pursue and what interests and hopes do they have. One of the primary traits of effective communication is listening and knowing the need of employees and
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For the purpose of inspiring a shared vision, managers need to be equipped with communication skills such as active listening, effective speaking and paying attention to the feelings of their subordinates. Also I will try my best to share the information with my co-workers. ( Pfeffer & Veiga, 1999, p.58)
Leaders venture out. They don’t sit back and wait for fate or luck to take over. Rather, they accept challenges head on and search for resolution. Leaders are willing to step into the unknown and take calculated risks. They build confidence so that even the biggest challenges seem achievable and can be met. Leaders also learn constantly from their errors and failures. Try, fail, learn. This is the process for an effective leader.
Bennis (1998) suggests that leaders learn best when leading through adversity. Leaders create the environment and take responsibility in changing the organization. In order to achieve extra ordinary results, leaders should “challenge the process” and improve employees’ perceived organizational support. (Kouzes & Posner, 2002) They should be creative and innovative, with a willingness to confront difficulties and take risks, challenging assertions about familiar things as they appear and handling conflicts which involve “challenging the process”. In any group,

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