Leadership and Leadership and CommunicationCommunication

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

George Bernard ShawGeorge Bernard Shaw

CommunicationCommunicationA process by which information and understanding are transferred between a sender and a receiver

A Basic Model of the A Basic Model of the Communication Process Communication Process (Daft)(Daft)

Leader encodes message

Receiver decodes messageChannel

Return message encoded and sent

Feedback Loop

Potential noise and distortion

Factors Impacting Factors Impacting Understanding of Understanding of MessageMessage Cultural diversityCultural diversity Status differences (power)Status differences (power) GenderGender Previous experiencesPrevious experiences Level of interestLevel of interest Speaking or writing abilitiesSpeaking or writing abilities

Verbal CommunicationVerbal Communication

Types:Types:– MeetingsMeetings– Counseling sessionsCounseling sessions– Performance ReveiwsPerformance Reveiws– Voice MessagesVoice Messages– SpeechesSpeeches– PresentationsPresentations– TelephonicallyTelephonically

Impression Impression ManagementManagement First DateFirst Date Interview ProcessInterview Process HoneymoonHoneymoon PrototypesPrototypes

Shaping ImpressionsShaping Impressions

Establish friendly relations with Establish friendly relations with followers earlyfollowers early

What prototypes does the group What prototypes does the group have of the leaderhave of the leader

Increase power by knowledgeIncrease power by knowledge Ensure you are viewed as Ensure you are viewed as

contributing to the group’s contributing to the group’s successsuccess

Open CommunicationOpen Communication

Asking questionsAsking questions– Leader-centeredLeader-centered– Follower-centeredFollower-centered

ListeningListening– Engaged listeningEngaged listening

Willingness to Willingness to CommunicateCommunicate

High WTCs are viewed as more credible High WTCs are viewed as more credible and attractiveand attractive

People who speak frequently in small People who speak frequently in small groups are more likely to hold leadership groups are more likely to hold leadership positionspositions

Talkative people are more likely to be Talkative people are more likely to be hired and promotedhired and promoted

High WTCs are rated as more socially and High WTCs are rated as more socially and sexually attractive by other members of sexually attractive by other members of the opposite sexthe opposite sex

High WTCs are more open to change and High WTCs are more open to change and enjoy tasks that require thoughtenjoy tasks that require thought

Communication Communication ChampionChampion Establish credibilityEstablish credibility Build goals on common groundBuild goals on common ground Make your position compelling to Make your position compelling to

othersothers Connect emotionallyConnect emotionally

Communication Communication ApprehensionApprehension An individual’s level of fear or An individual’s level of fear or

anxiety associated with either anxiety associated with either real or anticipated real or anticipated communication with another communication with another person or persons.person or persons.

A Continuum of Channel A Continuum of Channel RichnessRichness

Low channel richness

High channel richness

DisadvantagesImpersonalOne-waySlow feedback

AdvantagesProvides recordPremeditatedEasily disseminated

AdvantagesPersonalTwo-wayFast feedback

DisadvantagesNo recordSpontaneousDissemination hard

Formal report

Memos, letters

Electronic mail, IM,

Web, intranet Face-to-face verbal

Telephone

Informal Informal CommunicationCommunication Leaders are watched (nonverbal Leaders are watched (nonverbal

communication)communication)– AppearanceAppearance– BehaviorBehavior– ActionsActions– AttitudesAttitudes

Selection of communication channelSelection of communication channel Management by Walking AroundManagement by Walking Around

Necessary to Influence Necessary to Influence OthersOthers

Build and use power bases effectivelyBuild and use power bases effectively Empower followersEmpower followers Develop perceptions of credibilityDevelop perceptions of credibility Make effective use of verbal and nonverbal Make effective use of verbal and nonverbal

cuescues Resist inappropriate or unethical influenceResist inappropriate or unethical influence Communicate positive expectations for Communicate positive expectations for

others.others. Foster creativity and manage changeFoster creativity and manage change

Necessary to Influence Necessary to Influence OthersOthers

Gain complianceGain compliance Develop argumentative competenceDevelop argumentative competence Negotiate productive solutionsNegotiate productive solutions Adapt to cultural differencesAdapt to cultural differences Shape public opinionShape public opinion Organize and deliver effective Organize and deliver effective

presentationspresentations Engage in self-leadershipEngage in self-leadership Challenge and correct faulty personal Challenge and correct faulty personal

assumptionsassumptions

““A platoon leader doesn’t get his A platoon leader doesn’t get his platoon to go by getting up and platoon to go by getting up and shouting and saying “I am smarter. I shouting and saying “I am smarter. I am bigger. I am stronger. I am the am bigger. I am stronger. I am the leader.” He gets men to go along leader.” He gets men to go along with him because they want to do it with him because they want to do it for him and they believe in him. for him and they believe in him. – Dwight D. EisenhowerDwight D. Eisenhower

ReferencesReferences

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

Michael Z. Hackman and Craig E. Michael Z. Hackman and Craig E. Johnson, Johnson, Leadership: A Leadership: A Communicative Perspective, Communicative Perspective, (Long (Long Grove, IL: Waveland Press Inc, 2004) Grove, IL: Waveland Press Inc, 2004) 1-35.1-35.