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Leadership and Communication

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									Leadership and
Communication
“The single biggest problem in
 communication is the illusion it has
 taken place.”

            George Bernard Shaw
Communication
 A process by which information
 and understanding are transferred
 between a sender and a receiver
    A Basic Model of the
    Communication Process                                                (Daft)




                     Potential noise and distortion
Leader encodes                                        Receiver decodes
   message                  Channel                      message



                 Return message encoded and sent
                         Feedback Loop
Factors Impacting
Understanding of Message
   Cultural diversity
   Status differences (power)
   Gender
   Previous experiences
   Level of interest
   Speaking or writing abilities
Verbal Communication

   Types:
    – Meetings
    – Counseling sessions
    – Performance Reveiws
    – Voice Messages
    – Speeches
    – Presentations
    – Telephonically
Impression Management

   First Date
   Interview Process
   Honeymoon
   Prototypes
Shaping Impressions

   Establish friendly relations with
    followers early
   What prototypes does the group have
    of the leader
   Increase power by knowledge
   Ensure you are viewed as contributing
    to the group’s success
Open Communication

   Asking questions
    – Leader-centered
    – Follower-centered


   Listening
    – Engaged listening
     Willingness to Communicate
   High WTCs are viewed as more credible and
    attractive
   People who speak frequently in small groups are
    more likely to hold leadership positions
   Talkative people are more likely to be hired and
    promoted
   High WTCs are rated as more socially and
    sexually attractive by other members of the
    opposite sex
   High WTCs are more open to change and enjoy
    tasks that require thought
Communication
Champion
   Establish credibility
   Build goals on common ground
   Make your position compelling to
    others
   Connect emotionally
Communication
Apprehension
   An individual’s level of fear or anxiety
    associated with either real or
    anticipated communication with
    another person or persons.
            A Continuum of Channel
            Richness                   Electronic
                                       mail, IM,
                                      Web, intranet            Face-to-
                   Formal report                             face verbal
  Disadvantages                                                            Advantages
  Impersonal                                                               Personal
  One-way                                                                  Two-way
  Slow feedback                                                            Fast feedback
Low                                                                             High
channel                                                                         channel
richness                                                                        richness
 Advantages                                                                Disadvantages
 Provides record                                                           No record
 Premeditated                                                              Spontaneous
 Easily                                                                    Dissemination
 disseminated                                                              hard
                            Memos,
                                                      Telephone
                            letters
Informal Communication

   Leaders are watched (nonverbal
    communication)
    – Appearance
    – Behavior
    – Actions
    – Attitudes
   Selection of communication channel
   Management by Walking Around
     Necessary to Influence
     Others
   Build and use power bases effectively
   Empower followers
   Develop perceptions of credibility
   Make effective use of verbal and nonverbal cues
   Resist inappropriate or unethical influence
   Communicate positive expectations for others.
   Foster creativity and manage change
     Necessary to Influence
     Others
   Gain compliance
   Develop argumentative competence
   Negotiate productive solutions
   Adapt to cultural differences
   Shape public opinion
   Organize and deliver effective presentations
   Engage in self-leadership
   Challenge and correct faulty personal
    assumptions
   “A platoon leader doesn’t get his platoon
    to go by getting up and shouting and
    saying “I am smarter. I am bigger. I am
    stronger. I am the leader.” He gets men
    to go along with him because they want to
    do it for him and they believe in him.
    – Dwight D. Eisenhower
References

   Richard Daft, The Leadership Experience,
    (Mason, OH: Thomson South-Western,
    2008) 258-288.

   Michael Z. Hackman and Craig E. Johnson,
    Leadership: A Communicative Perspective,
    (Long Grove, IL: Waveland Press Inc,
    2004) 1-35.

								
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