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,

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You are commenting ajd your Twitter account. In fact, the service of leaders is the basis of their credibility.

Further, the authors endorse the utilization of organizational systems to reinforce shared values. The results of our studies over these three decades have been strikingly consistent around the world, and across categories of age, gender, ethnicity, functional discipline, and organizational level.

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

View all posts by davidsteele But more important is the personal nature of the research presented. Skip to content Menu Dr. According to our researchpeople most want their leaders to be honest, forward-looking, competent, and inspiring. And new case studies from around the world, featuring rich examples of real managers in action, help to reveal the six key disciplines that strengthen a leader’s capacity for developing and sustaining credibility: Credibiliyy 1 – Leadership Is a Relationship Video.

It also koues customer and investor loyalty.

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

And the greatest way to build trust is to listen carefully to the hopes, hurts and dreams of constituents. I will refer to this book again and again as I seek to develop leaders who are znd to living in and building the kingdom of God.


To answer this question we asked people to think about the extent to which their immediate managers engaged in credibility-enhancing behaviors, and then we correlated their responses with how they felt about their work environment. Develop Capacity People cannot 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.

Buy Now “Credibility should be on the must-read list for all leaders and potential leaders, and should be a required text for all business majors They are also the authors of over thirty other credibiliry and workbooks on leadership. As the world falls deeper into economic downturns and warfare, the question of credibility—how leaders gain and lose it—is more important than ever. Serving involves staying in touch, constant attention to listening and learning from constituents and matching words and actions.

You need to bring people together and unite them into a common cause. Email required Address never made public. Chapter 6 – Develop Capacity Video. A Memoir of a Life in Leadership. You are commenting using your Facebook account.

Tanveer Naseer » Credibility Is the Foundation Of Leadership

They are credibiliy intimidated by others in the organization that commit themselves to life long learning. Leaders further appreciate diversity by welcoming feedback and divergent viewpoints. Leadership is a dialogue, not a monologue. 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.


Taken singularly, the characteristics of honest, forward-looking, competent, and inspiring provide a highly useful guide for leadership selection, action, and development. It’s been gratifying kouzs humbling to see the amount of enthusiasm, support, and excitement I’ve received about this new work.

Another amazing contribution from the world’s authorities on credibiloty Earning and sustaining personal credibility is a continuous human struggle and the ultimate leadership struggle. Chapter two discusses the difference credibility makes. You must answer such questions as: It is a fantastic read for all of us who aspire to be the leader that others want to follow. You are commenting using your WordPress.

Additional information can also be found in our Privacy Policy. Constituents do not owe leaders allegiance. The fourth discipline of credibility is developing capacity.

One critical objective in doing so is the building of cooperative communities that promote these commonly held values. Chapter 4 – Appreciate Constituents Video.

Leaders do well then, to take time to discover their individual strengths and liabilities. But what is credibility behaviorally?

And commitment will ultimately enable people to regenerate aand businesses, communities and churches. They recommend orientation classes, training and development and promotions to foster an environment that places values at the forefront of the organization.

Does credibility really make a difference? Credible leaders look on the bright side. Cold statistics and data are absent from this volume.

So what do you have to do to earn and sustain credibility with your constituents?