- Hardcover: 272 pages
- Publisher: Jossey-Bass; 2 edition (August 2, 2011)
- Language: English
- ISBN-10: 0470651717
- ISBN-13: 978-0470651711
- Product Dimensions: 5.7 x 1.1 x 8.9 inches
- Shipping Weight: 1.4 pounds (View shipping rates and policies)
- Average Customer Review: 69 customer reviews
- Amazon Best Sellers Rank: #243,463 in Books (See Top 100 in Books)
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Other Sellers on Amazon
+ $3.99 shipping
+ $3.99 shipping
+ $3.99 shipping
Credibility: How Leaders Gain and Lose It, Why People Demand It Hardcover – August 2, 2011
|New from||Used from|
$1.23 extra savings coupon applied at checkout.
Sorry. You are not eligible for this coupon.
The Amazon Book Review
Author interviews, book reviews, editors picks, and more. Read it now
Frequently bought together
Customers who bought this item also bought
Q&A with Authors Jim Kouzes and Barry Posner
Credibility is the foundation of leadership: This is the inescapable conclusion we have come to after more than thirty years of research into the dynamics of the relationship between leaders and constituents. Leadership is a relationship. You can't talk about leadership without talking about the expectations of those who are led. The three qualities people most look for and admire in leaders—that they be honest, competent, and inspiring—are the qualities that comprise what communication researchers refer to as source credibility. Simply put, people won't believe the message if the don't believe in the messenger.
Once credibility is lost, is it possible to gain it back?
Yes, it is. But first, let's remind ourselves that despite everyone's best intentions, despite the pursuit of flawless leadership, things don't always go as planned, expected, or promised. Sometimes circumstances change, and you can no longer do what you said you would do. Sometimes you realize, probably belatedly, that you don't have the competence or resources to do what you said. Sometimes you and others make errors in judgment or choose the wrong strategies. Sometimes you just mess up. No human being is exempt from failure. The trouble is that leadership failures and human frailties can sometimes seriously damage your credibility. That's why it's important to understand what you can do to regain credibility if ever you should tarnish or lose it.
Once that happens, you need to follow what we call the Six A's of Leadership Accountability: Accept, Admit, Apologize, Act, Amend, and Attend. When people are asked what's the most important thing a leader should do after making a mistake, the universal response is “admit it.” First, you have to accept personal responsibility for your actions, and, in the case of leaders, the actions of your organization. Then you have to publicly acknowledge that you have made a mistake. Offering an apology is another important step in rebuilding credibility. It lets constituents know that you are concerned about the impact your actions may have had on them, as well as the problems your actions may have caused them. Quick action to deal with the immediate consequences of a mistake needs to follow an apology. A quick response lets others know that you are going to do something about the problem. Making amends for mistakes is also a necessary but often overlooked part of the rebuilding process. People don't expect you to resign for an honest error or lapse in judgment, but they do expect some form of reparation or personal participation in the hardship. The amends should fit the problem. And finally, to make sure that you are attuned to the influence your actions are having on restoring lost credibility, you should pay close attention to the reactions of your constituents.
This is the first true revision of Credibility since its initial publication in 1993. Why revise it now?
Leaders need to take more seriously the importance of earning and sustaining credibility. We revised this book because we want to offer a useful framework and practical suggestions on what leaders can do to increase the trust and confidence others have in them. We won't see increases in engagement or performance until we see significant increases in leader credibility.
What is different in this new edition? (Or, what can fans of the first edition of Credibility expect from this new edition?)
This new edition of Credibility is completely revised and has a longer and broader reach than the earlier book. Our research is global, and the cases in this edition reflect that. From Asia and Australia to Europe, the Middle East, and North and South America, we show how people around the world affirm that credibility is the foundation of leadership. All the cases in this book have been updated, and 90 percent of them are new to this volume. They are fresh illustrations of the changing nature of the context in which people now work, especially as new generations enter the workforce.
This second edition is also slimmed down from the original. In addition to the worthy goal of saving the planet some paper, we trimmed the length for several reasons. First, we sharpened the focus on our central theme: how leaders earn and sustain credibility. In the first edition, we took detours into issues of service quality, for example, which, while important, weren't directly on message. Second, technology now allows us to move some of our research to our website. Third, we developed an entirely new companion volume to accompany this book. Strengthening Credibility: A Leader’s Workbook provides many developmental and application exercises for building and sustaining credibility.
What has not changed is our intense interest in how values clarification and culture creation must be at the top of a leader’s agenda. Some of our earliest research clearly shows that commitment, satisfaction, productivity, and other positive outcomes are significantly higher when people shared the values of their organizations. This finding is reaffirmed in our most current studies.
From the Inside Flap
Credibilityand how you gain and lose itismoreimportant than ever.
As the world falls deeper into economic downturns and armedconflicts, as communities become more heatedly partisan, and asmany workplaces show growing signs of disengagement, issues ofcredibility remain front and central.
In this thoroughly revised and updated edition of theirbestselling book Credibility, Jim Kouzes and Barry Posner explorewhy leadership is above all a relationship, with credibility as thecornerstone, and why leaders must "Say what you mean and mean whatyou say." Building on their more than thirty years of ongoingresearch, Credibility expands on their seminal work The LeadershipChallenge, and shows why credibility remains the foundation ofgreat leadership.
Throughout the book, Kouzes and Posner reveal how leaders canrestore trust and confidence, and take the actions needed tostrengthen credibility over time. Featuring in-depth interviewswith international leaders from the business, government,education, and nonprofit sectors, this all-new edition containspersonal stories and rich examples of the key actions and behaviorsof credible leaders who get extraordinary things accomplished.
At the heart of the book is an exploration of the six keydisciplines that strengthen a leader's capacity for developing andsustaining credibility: Discover Yourself; Appreciate Constituents;Affirm Shared Values; Develop Capacity; Serve a Purpose; andSustain Hope. Addressing the needs of today's turbulent times,Kouzes and Posner also examine the tension that exists when leaderstry to respond to constituents while remaining true to theirvalues.
This personal, inspiring, and genuine guide offers anunderstanding of the fundamental importance of credibility and howto gain it in order to build personal and organizationalsuccess.
Top customer reviews
There was a problem filtering reviews right now. Please try again later.
The philosophy behind the book is great and you will find yourself trying to implement their ideas. It's not hard to improve as a leader. It just takes a little bit of effort. Now if only everyone in a leadership position took this advice to heart!
In reading, "Credibility" by Kouzes and Posner (2003), the two leadership experts in the field of organizational development and management, particularly workplace outcomes, addressed some important managerial issues that relate to values, leadership roles and performance outcome. Their main argument discussed how shared values can help an organizations improve productivity and organizational effectiveness. The authors suggest that "shared values are the foundation of building productive -relationships" within organizations (p.121) in which there are various ways for organizations to build long lasting partnerships between leaders and its constituents. In general, when organizations develop a shared value relationship with its constituents, they can begin to work together on the organization's goals and objectives.
I agree with the author's philosophy that organizations must first communicate clearly to their constituents about who they are and what they represent. Open and honest communication is vital within any organization. It creates a sense of purpose and inspiration to others to support the organization's mission. In doing so, there must be an internal paradigm shift that must take place within the organization so that leaders begin to attract and maintain constituents who are connected to the organization's vision.
I would recommend this book to leaders within small and large organization to develop a strong foundation for growth and expansion.
Coach and Organizational Consultant