The best I can say about this book is that it's "not terrible". Many of the so-called leadership insights in here are either self-evident/obvious and the prose is extremely repetitive. While I completely agree that leadership is a quality for which people can train, it requires them to have enough of an open mind (or what Carol Dweck calls a "growth mindset") in order to want to engage in that process of learning. And unfortunately, today's giant corporations are so dysfunctional because they are filled with managers and not leaders, including some of the ones mentioned in this book, like Oracle and Wells Fargo. In my experience, the vast quantity of useless managers often outnumber the actual leaders and as such, they set the standard for what constitutes "good leadership".

The book has one thing going for it, which is that Kouzes and Posner have data to back up their assertions. So for the skeptical manager who needs convincing that this style of leadership is the most effective, both in terms of economic benefit and personnel happiness, this might push him/her over the line. I also did appreciate the summaries at the end of each chapter, on actionable things that those who are looking to improve their leadership skills can work on. Those 5-6 pages spread across the entire book would have been sufficient reading for someone who is already bought into the leadership philosophy advocated by the authors.

This course was the foundational text for my MLS Intro to Library Leadership course. Though not specifically for the library field, I found it very relevant to our work. The authors emphasized the leadership journey as one that hinges on continuous growth, which is inherent in the lifelong learning value in libraries. I found the text approachable but honestly, glazed over many of the corporate examples. My number one takeaway, beside 'always be growing', is that connecting with others is key to being successful.

Had to read for school, still counting.

I am very appreciative of a leadership book supported by research, as often they are stories of ideas, and it was nice to encounter something new. And, the research is extensive. There are statistics, research results and personal stories all throughout as Kouzes and Posner outline their 5 key points to exemplary leadership.

However, this book took me a long time to get through. It just felt like heavy work to read. There was little to compel me to dive in for the next chapter.

In summary, this book presented findings from 30 years of leadership surveys and interviews, summarising five practices of good leadership: "Model the Way", "Inspire a Shared Vision", "Challenge the Process", "Enable Others to Act" and "Encourage the Heart". So basically a great leader is sincere, visionary, forward-looking and innovative, practices what they preach and encourage and celebrate others.

Though I agree with most of the pointers in the book, this was mostly abour evergreen leadership principles and presented very few new ideas for me.

Having gained insights into the complex interpersonal dynamics and best practices to cultivate great workplaces, I have been fascinated by the set of skills proposed by Kouzes and Posner (2007) on transformational leadership, which comprises the following five aspects:
1.tChallenging the Process
2.tInspiring a Shared Vision
3.tEnabling Others to Act
4.tModelling the Way
5.tEncouraging the Heart
The role of values in organizations is a highly researched topic by Kouzes and Posner (2007), whilst they indicate a positive relationship among transformational leadership and organizational values. Recommend this book to everyone who are curious about the sensemaking of values within their corporate environments in conjunction with the set of skills proposed by Kouzes and Posner.

The examples and stories are good. The sentences are a bit choppy like other business or self-improvement books, making it hard to slog through. However, the concepts are worthy and I learned a lot that I will try to put into my own leadership practice. I read this one for a class and not sure I would lick it up again but glad I read it.

One of the better takeaways: friends work better together than coworkers. Building an environment where people can be friends and care about one another and enjoy the work they do will create the best workplace.

This was the assigned textbook for my Theories of Educational Leadership class at the PhD level. The Leadership Challenge was simply terrible. If you have ever had a leadership experience in your entire life, you could have written this book.

In all seriousness, this book might be acceptable for a high school course on leadership, but even then, I wouldn't waste time on it. I spent most of the book thinking, "duh", and asking, "how does this even apply to the field of education?" Additionally, Kouzes and Posner include many graphs that do not show data and say over and over again that "research shows" or "our surveys show" but never give the reader hard, concrete data. That makes me skeptical.

If you are reading this as an educator, stop. There were approximately two vignettes that applied to education, the majority are from the corporate world. Why we read this for a Theories of Educational Leadership course, I have no idea, since there were no theories, only Kouzes and Posner's theory. Likewise, Kouzes and Posner describe vague leadership qualities that are obvious to anyone who has ever worked before. And there is literally no direct discussion of applications to the field of education.

Everybody’s watching you: leaders should be conscious of the influence their behavior has on others. Researchers from Florida State University found that, in general, the best performance in all fields wasn’t due to extraordinary intelligence or talent alone, but to effort and continuous practice.

Leaders should be clear about their own and the team’s shared values. Leaders are more motivated and productive when they define their own personal values.

Show, don’t tell: exemplary behavior is a more effective leadership style than just giving orders. If you’re gonna talk the talk, you gotta walk the walk. Telling stories is one effective method of doing so.

Leaders must be forward-thinking. They need to think like a grand master. A grand master doesn’t just contemplate his next move but a series of possible next moves and countermoves. Enthusiasm is also a key factor. And there are techniques for creating an emotional connection between team members and the collective vision. One such powerful tool is the use of symbols and figures of speech.

Teamwork and supportive team climate should be high. One way to enhance team trust is to establish more face-to-face communication between team members.

Feedback and recognition of great work are some of the most powerful tools for motivating team members.

THE FIVE PRACTICES AND TEN COMMITMENTS OF LEADERSHIP

Model the way

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

Inspire a Shared Vision

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

Challenge the Process

5. Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.
6. Experiment and take risks by constantly generating small wins and learning from experience.

Enable Others to Act

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

Encourage the Heart

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

Review:
Leadership books are vague and give stories to make you forget this.

Examples ≠ Specificity.

However, I think there are some good things here to apply.

B. Grizenko

Please note that my reviews aren't really review, they are more like my cliff notes that I take while reading books.

Really liked this book.

Leadership Challenge requires
tPractice
tReflection
tHumility
tCommitment to making a difference
t
5 Practices of Exemplary Leadership
tModel the Way - behavior earns you respect. Clarify values by finding your voice.
ttClarify values by finding your voice and affirming shared values
ttSet the example by aligning actions with shared values
tInspire a Shared Vision - you can't command commitment, you inspire it.
ttEnvision the future by imagining exciting and enabling possibilities
ttEnlist others in a common vision by appealing to shared aspirations
tChallenge the Process (change the status quo. Don't wait for fate)
ttSearch for opportunities by seizing the initiative and looking outward for innovative ways to improve
ttExperiment and take risks by constantly generating small wins and learning from experience
tEnable Others to Act (foster collaboration by building trust and facilitating relationships)
ttFoster collaboration by building trust and facilitating relationships
ttStrengthen others by increasing self-determination and developing competence
tEncourage the Heart (recognition is free and means so much to those receiving it)
ttRecognize contributions by showing appreciate for individual excellence.
ttCelebrate the values and victories by creating a spirit of community
tt
** Cool Story **
Watch Your Language
tWas describing my new job to a friend by telling her how empowered I felt and that I'd really made a difference with my team.
t She says to me, "I think you'd like working at my place, DaVita".
tI couldn't believe it. I'd just read about them in our book.
ttDavita - means he or she gives life (they provide dialysis services)
ttTeammates instead of employees
ttCitizens "cross the bridge" to make a public commitment to the community as part of their move to senior leadership.
ttMayor instead of the boss…
tt

Asking what others thinks facilitate participation in whatever decision will ultimately be determined and increases support of decision.

Purposeful questions
tWhat did you do today to lend a hand to a colleague?
tWhat did you do today to acknowledge the work of one of your colleagues?
tWhat's one mistake you make last week and what did you learn from it?
tWhat have you done in the past week to improve so that you're better next week.
tWhat is one change you made in the last week that came from a customer suggestion?
t
People are watching you and learn by what you do. Managers, parents, etc.
Bad leaders only use about 1/3 of people's skills, while great one push them beyond their known talent levels

Encourage initiative in others - it'll give them the courage to make change

Create a climate for Learning
tLearning is the master skill
tLearning agility - the ability to reflect on experience and then engage in new behaviors based on those reflections
ttSelf-confidence
ttSelf-awareness
ttSelf-discipline
Educate and Share Information.
tAs the business grows you need employees who can readily step into tomorrow's jobs
t studies show that more money spent on training leads to higher levels of employee involvement, and alignment with company values.
t
Celebrate
tCyclical (reunions, holidays, etc.)
tTriumph
tRituals for comfort and letting go
tTransitions
tAltruism
tplay


Book - the great workplace -

While I don't feel like I'm leaving this book with any "a-has" or new knowledge, I do think it's a great guide for new leaders as well as a solid refresher course for leaders/managers. It is well-organized with lots of great, real-world examples of leadership in action. The examples come from a wide variety of perspectives which I really like (managers, employees, different countries, different industries, etc.).