Fundamentals of Organizational Communication Knowledge Sensitivity Skills Values

Fundamentals of Organizational Communication: Knowledge, Sensitivity, Skills, Values 9 th Edition Prepared by Pamela S. Shockley-Zalabak This multimedia product and its contents are protected under copyright law. The following are prohibited by law: • any public performance or display, including transmission of any image over a network; • preparation of any derivative work, including the extraction, in whole or in part, of any images; • any rental, lease, or lending of the program. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Fundamentals of Organizational Communication Leadership and Management Communication Chapter Seven Prepared by Pamela S. Shockley-Zalabak Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Objectives n n n Describe leadership from trait, style, transformational, discursive, and situational approaches Distinguish between leadership and management Clarify a personal “theory” of leadership Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Objectives n n n Understand leadership styles, strategic objectives, and tactics Assess leadership strategies and tactics Practice analysis capabilities and skills using cases, transcripts of meetings, and group activities Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Objectives n n n Relate leadership to organizational excellence Understand the need for leadership from all organizational members Describe principled and ethical leadership Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n n Leadership - process for guiding individuals, groups, and entire organizations in establishing goals and sustaining action to support goals. Management - responsibility, specifically assigned by the organization, to direct and evaluate the work of others. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n Trait approach - theory of leadership that assumed that leaders possessed innate traits that made them effective; commonly referred to as the “great man” theory. q Early theories of effective leadership assumed leaders had innate traits that made them effective. That is, great leaders were considered to be born with the ability for leadership. This theory of the “great man” first surfaced in the writings of the early Greeks and Romans and is prevalent today among those who believe that leadership cannot be developed, that you either have leadership qualities or you don’t. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n Style approach - theories which attempt to identify a range of general approaches leaders use to achieve goals. The approaches are thought to be based on the leader’s assumptions about what motivates people to accomplish goals. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n n Autocratic - style of leader or manager who makes decisions with little influence from others. Democratic - style of leader or manager who involves followers in decision making. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n n Laissez-faire - style of leader or manager who behaves as a nonleader. Individuals and groups are expected to make their own decisions based on a “hands off” approach from the leader. Impoverished management - leadership style characterized by a low concern for interpersonal relationships and task accomplishment. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n Middle-of-the-road management - style of leader who balances task and people concerns; commonly referred to as compromise management or leadership. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n Country-club management - style of leader or manager who emphasizes interpersonal relationships at the expense of goal achievement. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n Task management - style of leader or manager who is concerned with goals or task achievement while exhibiting little concern for personal relationships; commonly referred to as autocratic leadership. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n Team management - team leadership or management is theoretical ideal. Team leaders exhibit high concern for both task and interpersonal relationships by emphasizing goal accomplishment while supporting people. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n Situational approaches - leadership theories that explore how leaders interact with followers and the requirements of a particular environment. q Fred Fiedler (1976) The approach or style an effective leader chose depended on a combination of task, relationship, power, and situational contingencies Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Situational Approaches n Paul Hersey and Kenneth Blanchard (1977) q Effectiveness of a particular leader was related to the leader’s selection of behavior appropriate to the maturity level of the follower group. Maturity was based on achievement, motivation, ability, education, experience, and the willingness to participate responsibly in goal-oriented activities Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n n Transformational approaches - leadership theories that explore how leaders motivate followers by personal example, through appeals to higher level needs, and by the establishment of vision. Hackman & Johnson (2009) q q “The transactional leader is most concerned with the satisfaction of physiological, safety, and belonging needs. To meet these needs, a transactional leader exchanges rewards or privileges for desirable outcomes…” Transformational leaders are creative, interactive, visionary, empowering, and passionate Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n n Empowerment - process of giving employees the maximum amount of power to do a job as they see fit; includes both responsibility and accountability for work performed Warren Bennis (1992) q “Today’s leader must create an organizational culture where ideas come through unhampered by people who are fearful. Such leaders are committed to problem-finding, not just problem-solving. They embrace error, even failure, because they know it will teach them more than success. . . ” Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n n Dispersed leadership - leadership responsibilities broadly distributed throughout the organization. Super. Leadership q q q The art of leading others to lead themselves. Super. Leaders create Super. Followers, who become skilled selfleaders The fundamentals of Super. Leadership include n Establishing a vision Defining goals for the leader and for the followers Reinforcing individuals for good performance Using constructive contingent reprimands Managing and facilitating change Enhancing the self-efficacy of followers n Using models to teach desired and appropriate behaviors. n n n Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Concepts n Discursive approaches—examine leadership processes through discourses which influence the accomplishment or lack of accomplishment of tasks and goals. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Leadership Vs. Management n n Distinction between leadership and formal authority Bennis and Nanus (1985) q q The vision leaders provide is the clearest of all distinctions between leaders and managers “Great leaders often inspire their followers to high levels of achievement by showing them how their work contributes to worthwhile ends. It is an emotional appeal to some of the most fundamental human needs. ” Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Leadership and Management Challenges n n n Confronting Ethics and Failures Changing Organizational Forms Global and Multicultural Changes Chaos, Flux and Speed Inclusive-Participation Processes Building Trust Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Determinants of Leadership Effectiveness n Communication Competencies q n Predispositions for Leadership Communication q n The knowledge, sensitivity, skills, and values we bring to particular situations Strategic Communication Objectives for Leadership q n Knowledge, sensitivity, skills, and values must all be understood and developed for both individuals and entire organizations to be effective in our emerging information era The general game plans leaders employ for conducting communication based on personal preferences or predispositions and on assessments of the probable outcomes within particular contexts Communication Tactics for Leadership q Communication behaviors used to support authoritarian, participative, and avoidance preferences as well as to establish vision, manage meaning, generate trust, and communicate regard and success orientations Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n Power bases - influence an individual has over another as a result of dependency on the powerful person. Power bases are commonly identified as legitimate, reward, coercive, referent, expert, and connection. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n n n Legitimate power - power emerging from the positions, titles, or roles people occupy. Reward power - power based on the leader’s control and distribution of tangible and intangible resources. Coercive power - power based on the sanctions or punishments within the control of the leader. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n n Referent power - power based on others identifying with the leader. Expert/information power - power based on information the leader knows as a result of organizational interaction or areas of technical specialty. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n Connection power - power resulting from who the leader knows and the support he or she has from others in the organization. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Key Terms n Principled leadership - leadership that provides a consistent message, has a perspective for unleashing talent, practices ego suppression, and creates leaders. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Team Leader Principles 1. Avoid compromising the team’s objective with political issues. 2. Exhibit personal commitment to team goals. 3. Do not dilute the team’s efforts with too many priorities. 4. Be fair and impartial toward all team members. 5. Be willing to confront and resolve issues associated with inadequate performance by team members. 6. Be open to new ideas and information from team members. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Team Leader Principles 7. Provide help to other team members when needed and appropriate. 8. Demonstrate high standards of excellence. 9. Stand behind and support team decisions. 10. Demonstrate courage of conviction by directly confronting important issues. 11. Demonstrate leadership in ways that contribute to the team’s success. 12. Respond constructively to feedback from others. n Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

n n n Team Leader Behaviors for Decision Making 1. Trust team members with meaningful levels of responsibility. 2. Give team members the necessary autonomy to achieve results. 3. Present challenging opportunities that stretch the individual abilities of team members. 4. Recognize and reward superior performance. 5. Stand behind the team and support it. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Identifying Constructive Communication Behaviors for Leadership n n Task Responsibilities q Leaders have task, procedural, and interpersonal responsibilities Procedural Responsibilities q n responsible for procedures such as goal setting, agenda making, discussion clarification, and both consensus and disagreement identification Interpersonal Responsibilities q Leaders make significant contributions to the interpersonal dynamics of groups Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Discussion Question #1 n Of the five approaches to leadership (trait, style, situational, transformational, or discursive), which, in your opinion, best describes leadership? Why? Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Discussion Question #2 n Describe your own personal “theory” of leadership. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Discussion Question #3 n Think about a group or organization of which you have been a member. Outline the impact of leadership style, strategic objectives, and communication tactics on the group or organization’s effectiveness. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Discussion Question #4 n Describe differences between leadership and management. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Discussion Question #5 n How is excellence in leadership related to: vision, meaning, trust, positive self regard, and success orientation? Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved

Discussion Question #6 n Discuss the implications of identifying guiding principles for leadership. Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved Copyright © 2015, 2012, Pearson Education, rights reserved