final hbo report g4 communication and leadership
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Communication and leadershipTRANSCRIPT
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COMMUNICATION
AND LEADERSHIP
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COMMUNICATION
“Constantly talking is not necessarily communication”
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DEFINITION OF COMMUNICATION
• The imparting/exchange of information or news• Two-way process of reaching MUTUAL
understanding, in which participants not only exchange information, news, ideas and feelings but also create and share meaning
• It is a means of connecting people or places• The social process in which two or more parties
exchange information and share meaning.
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• To achieve coordinated action• Information sharing (organizational goals,
tasks directives, results of efforts, decision making)
• Express feelings and emotions
PURPOSES OF COMMUNICATION
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• Control• Motivation • Emotional Expression• Information
FUNCTION
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• Communication is affected by the international environment because of language issues and coordination issues
Language – same word can mean different things in different cultures
Non-verbal communication1. Colors 2. Body language – “ok”
Coordination – international communication is closely related to issues of coordination because of time difference.
COMMUNICATION ACROSS CULTURES
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Considerations that affect the choice of method:
1. Audience ( whether it is physically present)2. Nature of the message ( urgency or secrecy)3. Costs of transmission
METHODS OF COMMUNICATION
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METHODS OF COMMUNICATION
1. Written2. Oral3. Non-verbal
METHODS OF COMMUNICATION
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ENVIRONMENTAL ELEMENTS
• Buildings, office space and furniture can convey messages
• Office arrangements convey status, power, and prestige and create an atmosphere for doing business
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METHODS OF COMMUNICATIONCOMMUNICATION CHANNEL
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COMMUNICATION PROCESSCOMMUNICATION PROCESS
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New technologies (“office of the future”)• Computerize information processing systems• Telecommunication systems (fax, telephone,
computer)• Internet• Organizational intranets and extranets• Wireless devices (smart phones and Wi-fi
spots)
DIGITAL INFORMATION PROCESSING AND TELECOMMUNICATIONS
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COMMUNICATION NETWORKS
• Small-group networks – Wheel network– Chain network– Circle network– All-channel network– Communication networks
COMMUNICATION NETWORK
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• Organizational Communication Networks– Organization chart• Downward communication – provides directions• Upward communication – provides feedback to top
management• Horizontally or crosses traditional reporting lines –
usually related to task performance – often travel faster than vertical communication because it
need not follow organizational protocols and procedures
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ORGANIZATION CHARTORGANIZATION CHART
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ACTUAL COMMUNICATION PATTERNSACTUAL COMMUNICATION PATTERN
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ACTUAL COMMUNICATION PATTERNSBARRIERS TO
EFFECTIVE COMMUNICATION
• Filtering• Selective Perception• Information Overload• Emotions• Language• Silence• Communication Apprehension• Lying• Cultural
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MANAGING COMMUNICATION
• Communication Infidelity – the degree of correspondence between the message intended by the source and the message understood by the receiver.
MANAGING COMMUNICATION
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IMPROVING THE COMMUNICATION PROCESS
• Understand potential problems.• Semantics – is the study of language forms• Jargon – is the specialized or technical
language of a trade, profession, or social group
IMPROVING COMMUNICATION PROCESS
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IMPROVING THE COMMUNICATION PROCESS
IMPROVING COMMUNICATION PROCESS
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IMPROVING ORGANIZATIONAL FACTORS IN COMMUNICATION
• Reduce NoiseGrapevine – is an informal system of communication
that coexists with the formal system; this usually transmits information faster than official channels do.
• Status differences Informal communication – fosters mutual trust,
which minimizes the effects of status differences and diverse groups; this also allows information to be communicated when it is needed rather than when the formal information system allows it to emerge.
IMPROVING ORGANIZATIONAL FACTORS IN COMMUNICATION
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IMPROVING ORGANIZATIONAL FACTORS IN COMMUNICATION
• Time pressures and overload Develop a balanced information network – do not
generate more information than people can handle; information production, storage, and processing capabilities must be compatible with one another and, equally important, with the needs of the organization
Dashboard – can be used to convey essential information in a logical and condensed manner.
IMPROVING ORGANIZATIONAL FACTORS IN COMMUNICATION
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LEADERSHIP
“People buy into the Leader first before they buy into the vision.”
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DEFINITION
• As a process, it is the use of noncoercive influence to direct and coordinate the activities of group members to meet a goal.
• As a property, it is the set of characteristics attributed to those who are perceived to use such influence successfully.
• In an organizational viewpoint, leadership is vital because it has such a powerful influence on individual and behavior.
DEFINITION
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INFLUENCE
• It is a common element of both perspectives of leadership.
• It is the ability to affect the perception, beliefs, attitudes, motivation, and/or behaviors of others.
INFLUENCE
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LEADERSHIP vs MANAGEMENT
• Both are related but are not the same• Being a manager does not ensure that a
person is also a leader• Organizations need both if they are effective.• Managers and leaders also play a major role in
establishing the moral climate of the organization and in determining the role ethics in its culture.
LEADERSHIP VS MANAGEMENT
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LEADERSHIP vs MANAGEMENTLEADERSHIP VS MANAGEMENT
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EARLY APPROACHES TO LEADERSHIP
Trait approach – focused on identifying leadership traits, developing methods for measuring them, and using the methods to select leaders. This was abandoned because of theoretical problems and others.
Behavioral Approaches – the goal is to determine what behaviors are associated with effective leadership.
EARLY APPROACHES TO LEADERSHIP
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BEHAVIORAL APPROACHES TO LEADERSHIP
1. The Michigan Leadership Studies
2. The Ohio State Leadership Studies
BEHAVIORAL APPROACHES TO LEADERSHIP
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MICHIGAN LEADERSHIP STUDIES
• a program of research conducted at the University of Michigan– The goal of this was to determine the pattern of
leadership behaviors that results in effective group performance.
– 2 basic forms of leader behavior: Job-centered and employee centered
MICHIGAN LEADERSHIP STUDIES
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MICHIGAN LEADERSHIP STUDIES
1. Job-centered leader behavior – pays close attention to the work of subordinates, explains work procedures, and is mainly interested in performance
2. Employee-centered leader behavior – attempts to build effective work groups with high performance, but that is to be achieved by paying attention to the human aspects of the group.
MICHIGAN LEADERSHIP STUDIES
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OHIO STATE LEADERSHIP STUDIES
Consideration Behavior – leader is concerned with the subordinate’s feelings and respects subordinates’ ideas
- the leader-subordinate relationship is characterized by mutual trust, respect, and two-way communication.
OHIO STATE LEADERSHIP STUDIES
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OHIO STATE LEADERSHIP STUDIES
Initiating-structure behavior – the leader clearly defines the leader-subordinate roles so that subordinated know what is expected of them.
- the leader also establishes channels of communication and determines the methods for accomplishing the group’s task
OHIO STATE LEADERSHIP STUDIES
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OHIO STATE LEADERSHIP STUDIES
Leadership Grid– “Manager grid”; provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior using organizational development techniques.
OHIO STATE LEADERSHIP STUDIES
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LEADERSHIP GRID
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SITUATIONAL LEADERSHIP MODELS
• Assumes that appropriate leader behavior varies from one situation to another.
• The goal is to identify key situational factors and to specify how they interact to determine appropriate leader behavior.
SITUATIONAL LEADERSHIP MODELS
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SITUATIONAL LEADERSHIP MODELS
1. LPC Theory of Leadership2. The Path-goal Theory of Leadership3. Vroom’s Decision Tree Approach to
Leadership
SITUATIONAL LEADERSHIP MODELS
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• Manager makes the decision alone or employees make the decision with minimal guidance from the leader.
• Each point on the continuum is influenced by characteristics of the manager, subordinates, and the situation.
• Managerial characteristics – value system, confidence in subordinates, personal inclinations, and feeling of security
TANNERBAUM AND SCHMIDT’S LEADERSHIP CONTINUUM
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TANNERBAUM AND SCHMIDT’S LEADERSHIP CONTINUUM
• Subordinate characteristics – need for independence, readiness to assume responsibility, tolerance for ambiguity, interest in the problem, understanding of goals, knowledge, experience, and expectations.
• Situational characteristics – type of organization, group effectiveness, the problem itself, and time pressures
TANNERBAUM AND SCHMIDT’S LEADERSHIP CONTINUUM
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TANNERBAUM AND SCHMIDT’S LEADERSHIP CONTINUUM
TANNERBAUM AND SCHMIDT’S LEADERSHIP CONTINUUM
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LPC THEORY OF LEADERSHIP
• “least preferred coworker” or originally “contingency theory of leadership”
• Suggests that a leader’s effectiveness depends on the situation.
• Task motivation – closely parallel’s job-centered and initiating and initiating-structure behavior
• Relationship motivation – similar to employee-centered and consideration leader behavior
LPC THEORY OF LEADERSHIP
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LPC THEORY OF LEADERSHIP
• The respondents are asked to think of all the persons with whom they have worked and to then select their least-preferred coworker.
• Respondents then describe this coworker by marking a series of 16 scales anchored at each end by a positive or negative quality or attribute.
LPC THEORY OF LEADERSHIP
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• Leader-member relations – trust, respect, and confidence
• Task structure • Leader position power – the power inherent in
the leader’s role itself
FACTORS AFFECTING FAVORABLENESS OF THE SITUATION
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LPC THEORY OF LEADERSHIPLPC THEORY OF LEADERSHIP
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PATH-GOAL THEORY OF LEADERSHIP
• Suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals)
• a leader may behave in different ways in different situations
PATH-GOAL THEORY OF LEADERSHIP
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PATH-GOAL THEORY OF LEADERSHIP PATH-GOAL THEORY OF LEADERSHIP
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VROOM’S DECISION TREE APPROACH TO LEADERSHIP
• Attempts to prescribe how much participation subordinated should be allowed in making decision.
• Also assumes that the same leader may display different leadership styles.
DECISION TREE APPROACH
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CONTEMPORARY SITUATIONAL THEORIES
1. The Leader-Member Exchange Model2. The Hershey and Blanchard Model3. Refinements and Revisions of other theories
CONTEMPORARY SITUATIONAL
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LEADERSHIP-MEMBER EXCHANGE MODEL (LMX)
• Stresses the importance of variable relationships between supervisors and each of their subordinates.
• In-group – often receives a special duties requiring more responsibility and autonomy; they may also receive special privileges, such as discretion about work schedules; – They usually tend to have a higher level of
performance and satisfaction
LMX MODEL
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• Out-group – subordinates who are not part of in-group; they receive less of the supervisor’s time and attention; likely to be assigned the more mundane tasks the group must perform and not be “in the loop” when information is being shared.
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HERSHEY AND BLANCHARD MODEL
• Based on the premise that appropriate leader behavior depends on the “readiness” of the leader’s followers.
• “readiness”- subordinates degree of motivation, competence, experience, and interest in accepting responsibility
HERSHEY AND BLANCHARD
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LEADERSHIP THROUGH THE EYES OF FOLLOWERS
1. Transformational LeadershipSet of abilities that allows the leader to recognize the
need for change, to create a vision to guide that change, and to execute change effectively.
2. Charismatic Leadership is a form of interpersonal attraction that inspires
support and acceptance. Charismatic leadership is a type of influence based on the leader’s personal charisma
LEADERSHIP THROUGH THE EYES OF FOLLOWERS
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CHARISMATIC LEADERHIP
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ATTRIBUTIONS OF LEADERSHIP
• It holds that when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors.
ATTRIBUTIONS OF LEADERSHIP
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LEADERSHIP SUBSTITUTES
Leadership substitutes -are individual, task, and organizational characteristics that tend to outweigh the leader’s ability to affect subordinates’ satisfaction and performance.Leadership Neutralizers - are factors that render ineffective a leader’s attempts to engage in various leadership behaviors.
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LEADERSHIP SUBSTITUTES AND NEUTRALIZERS
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THE CHANGING NATURE OF LEADERSHIP
• Leaders as Coaches • Gender and Leadership• Cross-cultural Leadership• International Leadership and Project GLOBE– 6 leader behaviors identified by GLOBE across a
variety of cultures
CHANGING NATURE OF LEADERSHIP
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6 LEADER BEHAVIORS ACROSS CULTURES
1. Charismatic/ Value-based leadership – the ability to inspire, to motivate and to promote high performance
• Visionary, self-sacrificing, trustworthy, decisive and performance oriented
2. Team-oriented leadership – creating a sense of common purpose
• Collaborative, diplomatic, administratively competent
LEADER BEHAVIOURS ACROSS CULTURE
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3. Participative leadership – involve others in making decision
• Participative and nonautocratic4. Humane-oriented leadership
• supportive, considerate, compassionate, and generous; displaying modesty and sensitivity
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5. Autonomous leadership – being independent and individualist
• Autonomous and unique6. Self-protective leadership – behaviors intending to ensure the safety and security of the leader and the group
• self-centered, status conscious, conflict inducing, and face saving
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EMERGING ISSUES IN LEADERSHIP
• Strategic Leadership – the capability to understand the complexities of both the organization and its environment and to lead change in the organization so as to achieve and maintain a superior alignment between the organization and its environment
LEADERSHIP : EMERGING ISSUES
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EMERGING ISSUES IN LEADERSHIP
• Ethical leadership – high standard of ethical conduct are being held up as a prerequisite for effective leadership
• Virtual leadership – both leaders and their employees may work in locations that are far from one another; Use of telecommunication from a home office.
LEADERSHIP : EMERGING ISSUES
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EUNICE TAN
ThankYou!
EUGENE DACANAY
ANGELCHUA