 "Good Book...Need a condensed version" | 2009-09-29 |
| - Reviewed By User: A2L29HS0VIO0MW |
| This is good book overall, but too much information, (do we have time to read thro 400+ pages). I would have preferred a condensed version of this book. Please rewrite this book under 100 pages, like "how full is you bucket"..etc which makes the reading fast and to the point. |
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 "Challenge (http://justinfarley.blogspot.com/2009/04/challenge.html)" | 2009-09-12 |
| - Reviewed By User: A80XV01QO1LOT |
I recently completed a reading critique of a book by James M. Kouzes and Barry Z. Posner titled, The Leadership Challenge: The Most Trusted Source on Becoming a Better Leader. Here area few of my observations:
What is the author's main purpose in writing this book?
The authors' main purpose in writing this book is to make an attempt to assist leaders in accomplishing the astonishing within their respective organizations (Kouzes and Posner, xi). One of the greatest challenges that every leader will face is to translate one's principles into procedures and one's mission into actuality. The authors' wish is to equip leaders with the capability to guide their teams through moments of insecurity, to maximize the gifts and passions of their counterparts, to exemplify integrity and transparency, and to grow on a regular basis. The objective behind this resource is to encourage leaders to become deliberate in building a lasting legacy by creating valued institutions that survive over time in developing both individuals and institutions who acclimatize, transform, flourish, and mature (Kouzes and Posner, xii).
List two items of information this book provided of which you were not previously aware.
The authors' teaching on the importance of setting an example as a leader was extraordinarily helpful information (Kouzes and Posner, 95). They encouraged readers to be intentional in doing regular personal audits. Such examinations should include one's habits, schedules, meetings, and responses to obstacles. They then recommend that leaders make such experiences and evaluations available to their followers. One reason why some ministry strategies are not as effective as initially envisioned is because the leadership team is not modeling the values to their followers. For example, small groups often do not survive (or at least thrive) in local churches because the pastor is not actively engaged in a small group (he could at least adopt his pastoral staff to function in such a way as to model community to the congregation). The point leader might need to become more intentional in sharing stories and experiences in the mist of his messages or lessons. Another example would be one's general frustration with people's lack of obedience to personal evangelism. Yet again, the leaders must first exemplify the importance of connecting to their own sphere of influence through prayer, kindness, conversation, and invitation. They must make every effort to see their own friends being baptized during a weekend worship gathering before they ask their congregation to be about the mission.
Another item of instruction that was appreciated was the chapter on leaders who inspire shared vision - specifically the portion dedicated to the importance of creating common purpose for the organization. The authors warn that "You can't mobilize people to travel to places they don't want to go" (Kouzes and Posner, 117). Therefore, a pastor must be careful to pay attention to the people of his church and to establish what is most valuable to them. He must convey the gospel in such a way that the message becomes an invitation to them to be challenged, an opportunity to participate in something larger than themselves, a possibility to personify greatness, a prospect to do something good, and to transform the world as they know it. One reason why many people have shown a lack of commitment might be because the leadership has failed to call them to commit to the correct mission. Too much time and attention has often been invested in a building, in a budget, or in a specific ministry program and all the while the people have largely neglected Christ's Great Commission and Great Commandment.
What was the most helpful part of this book and why?
The most helpful part of the book was the author's instruction on the importance of every leader enabling others to act (Kouzes and Posner, 20). The authors used the example of how entrusting leaders will often use the phrase "we" well over the term "I." They reiterated the importance of leadership functioning out of relationship and thus exemplifying a willingness to turn their people into leaders themselves. Many pastors have a difficulty mobilizing and releasing their church into ministry due to a lack of personal vision and values for themselves. They do not know where to go next and therefore grow fearful that someone else will rise up and take people some place entirely different. Such an atmosphere does nothing but breed a culture of distrust between the pastor and the church. Typically, a gigantic deficit of adequate and necessary training and developmental opportunities arise in such an environment. Thus, either the pastor is unwilling or unable to make fully committed disciples within the community.
In the spirit of enabling ministry, a leader must "show trust to build trust" (Kouzes and Posner, 242). Credibility begins with revealing who one is and what one believes. A trustworthy leader must be quick to confess his failures and recognize a need for personal growth and discipline. A leader of integrity must never shy away from asking for feedback, closely paying attention to others' responses, and creatively celebrating the successes of others. A reliable leader is willing to change his mind, to forgive those who have failed, to keep away from all forms of slander, and to actually include those who have made themselves available to the cause.
Finally, to sufficiently enable others to serve, a leader must be an effective coach and mentor. One way in which leaders can grow in this area is in the avenue of conducting monthly coaching conversations (Kouzes/Posner, 272).
The authors listed questions which are specifically designed to initiate feedback between leaders and followers. One must reiterate the vision by asking, "Where are we going?" He must also encourage alignment within the organization by asking, "Where are you going?" The leader can continue by complimenting and correcting when necessary by asking, "What are you doing well? He might also take inventory by asking, "What suggestions for improvements do you have for yourself?" One could also guide the teammate in taking personal responsibility by asking, "How can I help you? Finally, one must show that he too is trainable by asking, "What suggestions do you have for me?" The natural alternative to not giving regular and honest feedback is to eventually be forced to do damage control. Paul seemed to coach his church when he wrote, "This is why I write these things when I am absent, that when I come I may not have to be harsh in my use of authority--the authority the Lord gave me for building you up, not for tearing you down" (2 Corinthians 13:10-11).
Copy one quotation from the book that seemed particularly important to you and interact in your own words with the portion you quoted.
One quotation from the book that was particularly important was, "The study of leadership is the study of how men and women guide others through adversity, uncertainty, hardship, disruption, transformation, transition, recovery, new beginnings, and other significant challenges" (Kouzes and Posner, 164). The authors encouraged leaders to search for opportunities - what they called "seizing the initiative" (Kouzes and Posner, 164). They proposed that transformation requires great influence. In other words, authentic leaders will seek to improve their organization. That being said, such morphing goes far beyond the senses (i.e. the bottom line of budgets, buildings, and attendance). Some momentous cultural shifts far exceed that which can "be seen, felt, or measured by a new system, structure, or process" (Kouzes and Posner, 168). The true test of a leader who successfully navigates through change is that the organization, and most importantly the actual people, is actually making a noticeable impact in their community.
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| "leadership book" | 2009-08-31 |
| - Reviewed By User: A1F8GBVCDEITXK |
| the book is what I needed for a class. the vendor shipped it quickly. |
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 "Many, many better choices" | 2009-08-13 |
| - Reviewed By User: A2OEU6X95Z4WD8 |
I have many, many leadership books on my bookshelf and this one is THE bottom of my list. I find the logic suspect in several places, and assumptions and conclusions that are without support in many places. There's a lot of grandiose and flowery language, but little practical advice about how to accomplish any of these "requirements" to leadership. There are a few good stories that describe what some great leaders have done in their own contexts and businesses; those examples themselves are far more helpful than any of the authors' inferences. I don't think you'll learn anything that you couldn't have picked up from reading the table of contents.
A student might learn inductively (integrating experiences, by using stories as a way of condensing and transmitting experience from one person to another). Or, a student might learn deductively (learn some principles or steps and apply those to your own experiences to gain insight). This book follows neither of those patterns very well and ends up struggling in the middle.
For example, the first of the Five Practices of Exemplary Leadership requires that you should find your inner voice: "The answers to the question of values will come only when you're willing to take a journey through your inner territory--a journey that'll require opening doors that are shut, walking in dark spaces that are frightening, and touching the flame that burns. But at the end is truth." That's a whole lot of words to say nothing. It's not inductive, deductive, or a how-to. And to make it worse, the authors left me with the impression that I shouldn't even bother trying to be a leader until I have that figured out, in essence that I should sit alone in a dark room until I can articulate exactly every one of my values before I lift a finger.
Real leadership takes trial and error and then learning to do it better next time (an idea acknowledged by the authors at the beginning, but never practiced in the text). I've tried reading it twice in the last two years and couldn't finish (and if you knew my obsessive-compulsive reading habits, that would tell you all you'd need to know). Maybe the second half of the book is more practical, but I don't intend to ever find out. |
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| "A thorough study on leadership" | 2009-07-25 |
| - Reviewed By juntosocietydotcom |
In books, every genre has a select few that are just required reading. When it comes to leadership, LEADERSHIP CHALLENGE by co-authors James Kouzes and Barry Posner must be on that list.
This is an exhaustive, detailed tome dedicated to what Kouzes and Posner label, "The Five Practices of Exemplary Leadership". The concept is introduced in the first chapter, and then meticulously detailed with case studies and vignettes for emphasis. Others have gone into detail on the five practices, so here I will simply outline.
* Model the Way
* Inspire a Shared Vision
* Challenge the Process
* Enable Others to Act
* Encourage the Heart
These may sound rather simplified, but you will be impressed with the detail in which the authors use to facilitate their thesis. In places, the book becomes some what tedious, but the lessons covered here are more than worth the effort.
My copy is now laden with notes and highlights which I am certain to refer to often. Some of what I have learned here has even rendered immediate impact.
There is broad-ranging application as well as anyone involved in a team leadership roll will benefit from reading this book. The book was originally published in the 1980's and this is the 4th edition, giving further credence that many have recognized its significance. You can lead others without reading this book, but why would you want to?
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| "Practical and powerful!" | 2009-06-29 |
| - Reviewed By User: A2YRKBA7IV8KSR |
| This book was easy to read because it was meaningful, powerful, and relevant. Real-life examples from every field of leadership were provided in every chapter. Regardless on one's leadership position in any organization, this book provides the tools a person needs to make leadership effective and constituents feel motivated to achieve the highest goals for the organization. A must-read if you are an aspiring leader or just want to become the best leader possible! |
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