copyright © 2012, 2009, 2006 pearson education, inc. all rights reserved fundamentals of...

Copyright © 2012, 2009, 2006 Pearson Education, Inc. All rights reserved

Fundamentals of Organizational Communication:Knowledge, Sensitivity, Skills, Values 9th 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 © 2015, 2012, 2009, 2006 Pearson Education, Inc. All rights reserved


Fundamentals of Organizational CommunicationLeadership and Management Communication

Chapter Seven

Prepared by Pamela S. Shockley-Zalabak



Objectives

Describe leadership from trait, style, transformational, discursive, and situational approaches

Distinguish between leadership and management

Clarify a personal “theory” of leadership



Objectives

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



Objectives

Relate leadership to organizational excellence

Understand the need for leadership from all organizational members

Describe principled and ethical leadership



Key Terms

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.



Key Terms

Trait approach - theory of leadership that assumed that leaders possessed innate traits that made them effective; commonly referred to as the “great man” theory. 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.



Key Terms

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.



Key Terms

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.



Key Terms

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.



Key Terms

Middle-of-the-road management - style of leader who balances task and people concerns; commonly referred to as compromise management or leadership.



Key Terms

Country-club management - style of leader or manager who emphasizes interpersonal relationships at the expense of goal achievement.



Key Terms

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.



Key Terms

Team management - team leadership or management is the theoretical ideal. Team leaders exhibit high concern for both task and interpersonal relationships by emphasizing goal accomplishment while supporting people.



Key Terms

Situational approaches - leadership theories that explore how leaders interact with followers and the requirements of a particular environment. Fred Fiedler (1976) The approach or style an

effective leader chose depended on a combination of task, relationship, power, and situational contingencies



Situational Approaches Paul Hersey and Kenneth Blanchard (1977)

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



Key Terms 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) “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



Key Terms 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) “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. . .”



Key Terms Dispersed leadership - leadership responsibilities broadly

distributed throughout the organization. SuperLeadership

The art of leading others to lead themselves. SuperLeaders create SuperFollowers, who become skilled self-leaders The fundamentals of SuperLeadership include

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 Using models to teach desired and appropriate behaviors.



Key Concepts

Discursive approaches—examine leadership processes through discourses which influence the accomplishment or lack of accomplishment of tasks and goals.



Leadership Vs. Management Distinction between leadership and formal

authority Bennis and Nanus (1985)

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.”



Leadership and Management Challenges

Confronting Ethics and Failures Changing Organizational Forms Global and Multicultural Changes Chaos, Flux and Speed Inclusive-Participation Processes Building Trust



Determinants of Leadership Effectiveness

Communication Competencies 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

Predispositions for Leadership Communication The knowledge, sensitivity, skills, and values we bring to particular

situations Strategic Communication Objectives for Leadership

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 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



Key Terms

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.



Key Terms

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.



Key Terms

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.



Key Terms

Connection power - power resulting from who the leader knows and the support he or she has from others in the organization.



Key Terms

Principled leadership - leadership that provides a consistent message, has a perspective for unleashing talent, practices ego suppression, and creates leaders.



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.



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.



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.



Identifying Constructive Communication Behaviors for Leadership Task Responsibilities Leaders have task, procedural, and interpersonal

responsibilities Procedural Responsibilities responsible for procedures such as goal setting, agenda

making, discussion clarification, and both consensus and disagreement identification

Interpersonal Responsibilities Leaders make significant contributions to the interpersonal

dynamics of groups



Discussion Question #1

Of the five approaches to leadership (trait, style, situational, transformational, or discursive), which, in your opinion, best describes leadership? Why?




Describe your own personal “theory” of leadership.




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.




Describe differences between leadership and management.




How is excellence in leadership related to: vision, meaning, trust, positive self regard, and success orientation?




Discuss the implications of identifying guiding principles for leadership.


copyright © 2012, 2009, 2006 pearson education, inc. all rights reserved fundamentals of...

Documents

pearson education

rights reserved slide

rights reserved objectives

ethical leadership copyright

copyright law

leadership strategies

leadership styles

leadership qualities