Credibility: How Leaders Gain and Lose It, Why People Demand It by Drs. James Kouzes and Barry Posner explores the concept of credibility by explaining what. Credibility: How Leaders Gain and Lose It Why People Demand It. Author(s). James M. Kouzes · Barry Z. Posner. First published June James M. Kouzes and Barry Z. Posner, Credibility: How Leaders Gain and Lose It , Why People Demand It. Revised Edition. Jossey-Bass,

Author: Tojagar Kigajinn
Country: Djibouti
Language: English (Spanish)
Genre: Literature
Published (Last): 19 October 2016
Pages: 341
PDF File Size: 3.76 Mb
ePub File Size: 16.5 Mb
ISBN: 418-9-16854-301-1
Downloads: 69809
Price: Free* [*Free Regsitration Required]
Uploader: Mezigal

Credibility: How Leaders Gain And Lose It – James Kouzes and Barry Posner (1993)

This chapter demonstrates how people feel working with leaders they admired. The fifth discipline of credibility is serving a purpose. In fact, the service of leaders is the basis of their credibility.

Chapter 3 – Discover Your Self Video. People are just more likely to stick with you when they know they are dealing with a credible person and a credible institution.

If you’re in the business of educating emerging leaders, we’re here with the evidence-based resources to help you build the foundation for transformative leadership education. They should just take it upon themselves to lead. Xredibility this website to find the tools you need nad train and coach aspiring leaders to achieve the extraordinary. When you affirm the shared values of your team, you are also vowing that you will consistently keep those promises. Sustain Hope People with high hope have higher aspirations and higher levels of performance.


Credibility: How Leaders Gain And Lose It – James Kouzes and Barry Posner () – Veritas et Lux

Great stuff as always, Tanveer. The authors engaged in extensive kiuzes which included the surveying of over fifteen thousand people and more than four hundred written case studies. People who report that their managers have low credibility indicate that they are motivated primarily by money, may say good things about the organization publicly but criticize it privately, and feel unsupported and unappreciated.

The authors claim that shared values are the foundation for building productive and genuine working relationships. Remember that people want leaders who are inspiring, uplifting, and energetic.

People are exceedingly clear about the qualities they expect leaders to demonstrate before they will enlist in a common cause and freely commit to action. And leadership can be a powerful tool for good—whether leading a team or developing your individual potential to achieve your personal best. A personal, inspiring, and genuine guide to help you understand the fundamental importance of credibility for building personal and organizational success.

Kouzes and Posner discuss the fine line credbiility leadership and explore the potential excesses of the six disciplines that comprise the bulk of the book. Serve a Purpose Credible leaders know that it is through their visible actions that their true commitment is demonstrated.

Tanveer Naseer » Credibility Is the Foundation Of Leadership

Appreciate Constituents Understanding your own leadership philosophy, and your capacity to act on it, is only the beginning. Notify me of new comments via email.

Leadership does not always have to come from the individual that has the most job points. Set the example by going first.


The biggest inspiration for a company’s success needs to begin in the big chair, and trickle down. According to our researchpeople most want their leaders to be honest, forward-looking, competent, and inspiring. Strengthening credibility requires continued kkouzes of existing abilities which takes time and attention. The fifth discipline of credibility is sustaining hope.

Their lives are brimming with optimism. Develop Capacity People crddibility contribute to the aims and aspirations of an organization if they do not know what to do, and they cannot contribute if they do not know how to do it. Chapter two discusses the difference credibility makes.

Kkuzes, it is essential that you continuously develop the capacity of your constituents to keep their commitments. The material is thought-provoking, practical, and may be implemented immediately in the local church context.

Constituents do not owe leaders allegiance. Leaders further appreciate diversity by welcoming feedback and divergent viewpoints. They turn their constituents into leaders and as a result earn credibility as leadership is distributed across the organization.

The first discipline of credibility is discovering yourself.

Honesty is selected more often than any other leadership characteristic. Further, the six disciplines of credibility are offered as the means for building the foundation of leadership.

People want to believe in their leaders and in the organizations in which they work.