Research on The Five Practices of Exemplary Leadership : What s New and What s Cooking! Barry Z. Posner 28 June 2018

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2 Research on The Five Practices of Exemplary Leadership : What s New and What s Cooking! Barry Z. Posner 28 June 2018

3 Research on The Five Practices: What s New and What s Cooking! 1. Describe the characteristics of the LPI Online Normative Database 2. Report on the most and least frequent leadership behaviors 3. Explore empirical relationships between the old and revised LPI 4. Examine outcomes associated with The Five Practices 5. Highlight recent and current research 6. Answer any questions and ask about your hypotheses

4 1. Sample Characteristics of the LPI Normative Database (through 2017 LPI ONLINE) 3,415,320 respondents Leaders/Self = 547,349 Observers = 2,867,971 Direct Reports = 928,277 Coworkers/Peers = 1,117,944 Managers = 408,757 Others = 412,993

5 LPI Normative Database (Self) GENDER Men = 44% Women = 56% AGE years = 1% years = 16% years = 28% years = 31% years = 21% 60+ years = 4% GEOGRAPHY United States = 74% International = 26% Canada (5.0%) United Kingdom (2.6%) Australia (2.6%) Canada (2.0%) EDUCATION High School = 4% Some College = 14% Bachelor s Degree = 42% Master s Degree = 33% Doctoral Degree = 7%

6 LPI Normative Database (Self) POSITION Individual Contributor = 21% Supervisor = 21% Middle Management = 39% Executive = 19% TENURE (TIME IN CURRENT POSITION) < 1 year = 8% 1 3 years = 17% 3 5 years = 14% 5 10 years = 22% > 10 years = 38% ORGANIZATIONAL SIZE < 50 people = 16% people = 8% people = 21% people = 9% ,999 people = 18% 5,000 9,999 people = 8% > 10,000 people = 20%

7 LPI Normative Database (Self) INDUSTRY Government/Military = 15% Banking/Financial Services = 10% Logistics/Supply Chain = 9% Education = 9% Hospitality = 7% Medical/Health Care = 7% Computers = 5% Pharmaceuticals = 4% Retail = 3% Social Services = 3% Transportation = 2% Telecommunications = 2% Real Estate = 2% Other = 22% FUNCTIONAL AREA Management = 20% Operations = 12% Finance/Treasury = 7% Engineering = 6% IT/MIS = 6% Sales = 6% Human Resources = 5% Marketing = 4% Construction/Real Estate = 3% R&D = 2% Manufacturing = 2% Other = 26%

8 2. MOST Frequent Leadership Behaviors SELF 1. Q14 EOA I treat others with dignity and respect 2. Q11 MTW I follow through on the promises and commitments that I make 3. Q4 EOA I develop cooperative relationships among the people I work with 4. Q1 MTW I set a personal example of what I expect of others 5. Q5 ETH I praise people for a job well done DIRECT REPORTS 1. Q14 EOA Treats others dignity and respect 4. Q11 MTW Follows through on promises and commitments 3. Q4 EOA Develops cooperative relationships among people worked with 5. Q1 MTW Sets a personal example of what he/she expects of others 2. Q24 EOA Gives people freedom and choice in doing their work

9 2. LEAST Frequent Leadership Behaviors SELF 26. Q28 CTP I take initiative in anticipating and responding to change 27. Q12 ISV I appeal to others to share an exciting dream of the future 28. Q7 ISV I describe a compelling image of what our future could be like 29. Q17 ISV I show others how their long-term interests can be realized by enlisting in a common vision 30. Q16 MTW I ask for feedback about how my actions affect other people s performance DIRECT REPORTS 29. Q28 CTP Takes initiatives in anticipating and responding to change 27. Q12 ISV Appeals to others about sharing an exciting dream of the future 26. Q7 ISV Describes a compelling image of what our future could be 28. Q17 ISV Shows other how their long-term interests can be realized by enlisting in common vision 30. Q16 MTW Asks for feedback about how his/her actions affect other people s performance

10 RANK ORDER of Leadership Practices SELF 1. Enable 2. Model 3. Encourage 4. Challenge 5. Inspire DIRECT REPORTS 1. Enable 2. Model 3. Encourage 4. Challenge 5. Inspire 1. Average scores between leaders and their constituents are all statistically different, but quite modest in scale. 2. Leaders report less frequent use of all five leadership practices compared with their direct reports. 3. Leaders report less frequent use of MTW, CTP, and ETH than reported by their managers, while using ISV and EOA more. 4. Leaders report less frequent use of MTW, ISV, CTP, and ETH than reported by their coworkers/peers, while using more EOA. 5. Leaders report less frequent use of all five leadership practices compared with others.

11 3. Exploring the Old and Revised LPI Preliminary analysis About 16,500 leaders (self) About 49,000 direct reports Three months (October December 2017) Revisions: MTW (1), ISV (0), CTP (3), EOA (1), ETH (3)

12 3. Exploring the Old and Revised LPI (Self) OLD REVISED OLD REVISED MODEL (6.85) (6.84) ENABLE (5.34) (5.57) CHALLENGE (7.70) (7.47) ENCOURAGE (8.38) (8.76)

13 3. Exploring the Old and Revised LPI (Direct Reports) OLD REVISED OLD REVISED MODEL (9.48) (9.43) ENABLE (8.85) (9.01) CHALLENGE (10.21) (10.09) ENCOURAGE (11.04) (11.27)

14 4. What difference does leadership make? Regression analysis shows that The Five Practices accounts for 34.1% of the variation in the engagement levels (PWA positive workplace attitudes) of direct reports. The addition of demographic and organizational factors (N=9) adds a total of 0.2% to the explained variance in the regression model. Using only the demographic and organizational factors, the amount of explained variation in engagement levels is 0.3%.

15 4. Investigating Possible NEW Outcome Variables (N ~ 89,000+) 1. Would you recommend this individual to your colleagues as a good leader? (r >.67) 2. This individual is interested in people s personal and professional development (r >.67) 3. This individual brings out the best of people s talents and abilities (r >.62) 4. People are more committed to what they are doing because of their relationship with this individual (r >.56) 5. People venture outside of their comfort zones because they feel that this individual has their back covered (r >.54) 6. I feel valued by this individual (r >.54) 7. This individual has the best interests of other people at heart (r >.54)

16 The Five Practices explain 64% of the variation; with demographics adding 0.3% 60 Direct Reports Likelihood of Recommending Leaders and Their Use of The Five Practices and PWA MODEL INSPIRE CHALLENGE ENABLE ENCOURAGE PWA WEAK MODERATE STRONG

17 5. Highlighting RECENT Research The Influence of Nationality on Followers Satisfaction with Their Leaders (Arran Caza, University of Manitoba and Barry Posner), Journal of Leadership, Accountability, and Ethics (June 2017). Finding Your Voice (Jim Kouzes and Barry Posner). A chapter in Servant Leadership in Action. Ken Blanchard and Renee Broadwell (Eds.), Oakland, CA: Berrett- Koehler (2018). Leadership Development in Law Schools: Myths, Principles, and Practices (Barry Posner), Santa Clara University Law Review (forthcoming). The Influence of Demographic Factors On What People Want From Their Leaders (Barry Posner), Journal of Leadership Studies (forthcoming).

18 The Influence of Nationality on Followers Satisfaction with Their Leaders (Arran Caza, University of Manitoba and Barry Posner), Journal of Leadership, Accountability, and Ethics (June 2017). The long-standing argument is that leaders need to adapt their behaviors to the context, most specifically to meet the particular needs and expectations of followers from various parts of the world. An alternative viewpoint would be to ask whether people from different countries are looking for different or similar behaviors from their leaders. We provide a preliminary investigation of whether people from two cultures expect different leadership behaviors by comparing followers satisfaction with the behaviors of their leaders in the United States and Singapore. Initial differences between the two countries faded in importance as life (age) and work experiences increased.

19 Finding Your Voice (Jim Kouzes and Barry Posner). A chapter in Servant Leadership in Action. Ken Blanchard and Renee Broadwell (Eds.), Oakland, CA: Berrett-Koehler (2018). One of the most persistent myths associates leadership with rank; another myth attributes leadership to talent. We argue that leadership isn t a position nor a special innate gift that only a few special people have, but about finding one s voice. Authentic servant leadership flows from the inside out, which means discovering who you are, what drives you to do what you do, and what gives you the credibility to lead others.

20 Leadership Development in Law Schools: Myths, Principles, and Practices (Barry Posner), Santa Clara University Law Review (forthcoming). This article examines both conceptual and practical issues associated with the development of leadership skills, arguing that leadership is not an innate talent but can be taught and learned. Many of the myths associated with leadership development are challenged, and key principles for enabling others to behave effectively as leaders are articulated. Five fundamentals for the design of a course or program of leadership development are specified. More explicit attention to leadership development as part of legal studies may sustain and facilitate students well-being and sense of purpose.

21 The Influence of Demographic Factors On What People Want From Their Leaders (Barry Posner), Journal of Leadership Studies (forthcoming). Although statistically significant differences were found based upon demographic characteristics of respondents, the effect sizes between respondents are rather small, diminishing the importance of any statistical differences. The statistical differences are also overshadowed by observing that the rank order of the four leadership characteristics are relatively similar across the demographic variables. In addition, the ratings of importance for all four leadership characteristics are uniformly high, indicating that each plays an essential role in what people look for in those they would willingly follow. The results support the claim by Kouzes and Posner (2010, 2017) about the prominence of the leadership characteristics of honest, competent, inspiring, and forward-looking in what people, broadly considered, are looking for in their leaders.

22 CURRENT Research (Under Review) Does Organizational Size Impact the Leadership Practices of School Leaders? (with Amy Burkman & Jessica Garrett, UT Permian Basin). Academy of Educational Leadership. The Leadership Practices of Sales Managers: Differences and Impact. Journal of Selling. What s the Influence of Grit on Leadership? (with Arran Caza, University of Manitoba). Leadership and Organization Development Journal. Behavioral Strategies for Connecting Better With Buyers (with Deb Calvert), Journal of Selling. Seeking and Finding Justice: Why, How, and When Managers Feedback-Seeking Enhances Justice Enactment and Perceived Justice (with Elad Sherf, Duke University).

23 Does Organizational Size Impact the Leadership Practices of School Leaders? (with Amy Burkman & Jessica Garrett, UT Permian Basin). Academy of Educational Leadership (under review). With the changing face of educational leadership, the question of the importance of developing specific leadership practices based on the size of districts served by the program arises. Two studies were conducted. One examined the leadership practices of 82 superintendents in Texas and the second study, utilizing a national sample, involved 646 school leaders, 1,581 of their direct reports, and 592 of their managers. Results from both studies tended to indicate that the leadership practices of school leaders do not vary systematically on the basis of any implicit contextual factors which might be associated with the size of the district or school system, although some differences by school size are noted by direct reports. The results have significance for designing programs that prepare secondary education leaders for leadership challenges. They also suggest that while leadership practices may be affected by scale and scope, the requirements for successful school leadership are fairly ubiquitous.

24 The Leadership Practices of Sales Managers: Differences and Impact. Journal of Selling (under review). This study presents the results of a nationwide survey involving over 10,000 sales managers and 32,000 salespeople to better understand more about the actual leadership behaviors of sales managers, as reported by both themselves and as observed by their direct reports. Possible differences and similarities in leadership practices are investigated on the basis of the sales manager s gender, age, education, position, tenure, organization size, and self-efficacy. How the engagement levels of salespeople are impacted by their manager s leadership is also examined. The need for leadership from sales managers along several dimensions is discussed as are the observation that leadership behaviors matter more than the personal characteristics of the leader when it comes to engagement by sales people.

25 What s the Influence of Grit on Leadership? (with Arran Caza, University of Manitoba). Leadership and Organization Development Journal (under review). This study examined the influence of the personality trait grit, which is the tendency to pursue long-term goals with perseverance and continuing passion, on how managers behave as leaders. Data were collected from an international sample of 1,343 managers, who reported their level of grit and the frequency to which they engaged in various leadership practices. Grit had a significant influence on how managers behaved as leaders. Demographic characteristics of managers were relatively independent of grittiness. It appears that personalities characterized by grit make managers more willing to lead. The results suggest that grit is a desirable trait in managers, corresponding with their greater use of various leadership behaviors.

26 Behavioral Strategies for Connecting Better With Buyers (with Deb Calvert), Journal of Selling (under review). Sales effectiveness depends mightily on the buyer experience, and yet many sellers struggle with how to meaningfully connect with buyers. Building upon the results from surveys with hundreds of buyers and personal best sales experiences of scores of sellers, this manuscript identifies five behavioral strategies that would make buyers more likely to meet with, as well as purchase from, sellers. In addition to behavioral changes, a critical shift is needed in the selling mindset.

27 Seeking and Finding Justice: Why, How, and When Managers Feedback- Seeking Enhances Justice Enactment and Perceived Justice (with Elad Sherf, Duke University). Under review. Most current work suggests that justice enactment results from dispositional or motivational tendencies or calculated exchange mechanisms in which just treatment is awarded to employees who gain the manager s favor. We provide an alternative view, which suggests that justice enactment often results from a dynamic learning process involving managers and employees. We theorize why, how, and when feedback-seeking can enhance managers justice enactment and employees perceived justice. We suggest that managers who seek feedback from their employees more often enact justice more and in ways that likely engender employees perception of just treatment and positive work attitudes. However, such positive effects are less likely to occur when seeking managers have lower self-efficacy. Analysis of an exploratory recall study and a field study provide support for our hypotheses.

28 In Progress: The Relationship Between Grit, Self-Efficacy, and Leadership for Sales Managers. Do Leadership Development Courses Create Greater Vitality for Students During Their Legal Studies? The Impact of Seeking Feedback on the Leadership Behaviors of College Student Leaders. Does a Growth Mindset Impact Leadership?

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30 Research on The Five Practices: What s New and What s Cooking! Thanks for your attention and patience.

31 Community Contribution Opportunities Summit 2019 Program Advisory Committee Learning Pod Committee Mentorship Primary Secondary Outsight Do you have other ideas for community contributions? Tell us!

32 What s Next? Meet in Auto Lobby on Lower Level of hotel at 5:45pm Evaluations Do not expire! Next one arriving momentarily Tomorrow Breakfast 7:30am Breakout Sessions 8:30am

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