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Intrapersonal Experience The intrapersonal experience is based in part
on self-concept, which in turn is influenced by a variety of past experiences, including various group affiliations.
Our intrapersonal experience is composed of our personal needs, self-concept, predispositions for behavior, communication competencies, and expectations
Key Concept Hierarchy of needs - Maslow’s description of
human behavior based on an ascending order of physiological, safety and security, love and social belonging, esteem and prestige, and self-actualization needs.
Key Concepts Motivation- the term used to describe
intrapersonal experiences that influence behavior. We don’t see the motivation, but we see behavior. We infer unseen internal reactions have motivated that behavior.
Motivation-Hygiene theory - Herzberg’s description of human behavior based on the influence of both internal and external factors. The theory proposes that satisfaction and dissatisfaction are not polar opposites, and what produces dissatisfaction with work when corrected will not necessarily produce motivation.
Human behavior can be motivated and is influenced by rewards in the individuals’ environment
Behavior reinforced through positive feedback or tangible rewards will be perpetuated, whereas behavior that does not receive positive reinforcement will be unlikely to continue
Gerald Salancik and Jeffery Pfeiffer (1978) How Social Information Influences Attitudes
Overt, evaluative statements of coworkers directly shape individual worker attitudes
Frequent talk among coworkers about certain dimensions of the job and work environment focuses attention on what is considered to be important or salient in the work setting
Information from coworkers, or social information, helps an individual worker interpret and assign meaning to environmental cues and events in the work setting; and finally
Social information influences the way an individual interprets his or her own needs
Predispositions for Organizational Communication Behaviors Personally held preferences for particular types
of communication situations or behaviors. These preferences are a result of intrapersonal needs (motivation), personal self-concept, past experiences, current information, and self-perception of communication competency.
predisposition for behavior described as an individual’s level of fear or anxiety associated with either real or anticipated communication with others.
Interpersonal experiences - descriptions of important one-on-one organizational relationships such as supervisors and subordinates and peer-to-peer.
Predispositions for Organizational Communication Behaviors Leadership and Conflict Preferences
Individuals differ in their desire to lead others and in their perception of what is effective leadership.
Individuals differ in how they approach conflict. Leadership and conflict preferences have been theorized to
influence choice of communication strategies and tactics in leadership and conflict situations. leadership and conflict predispositions and preferences are an individual’s combined concern for tasks or goals and people relationships.
These two concerns combine with past experiences and an assessment of the present situation to influence behavior
Predispositions for Organizational Communication Behaviors Communication Competency
Individuals’ perceptions of their communication competencies—knowledge, sensitivity, skills, and values—influence their organizational experiences.
When individuals believe their competencies are lower than those of others, they accept limited responsibilities.
Individuals who assess their competencies as comparable to those of others may willingly accept new responsibilities as challenging and worthwhile.
Perception of competency is related to communication apprehension, leadership, conflict preferences, past experiences, the presence or absence of particular skills, and deliberate attempts to improve competencies.
As such, perception of competency can be described as a summing up of preferences and predispositions for organizational communication behavior.
Interpersonal relationships in organizations are formed for important task and social considerations. Unlike our personal relationships, the organization actually structures for us many interpersonal encounters necessary for task accomplishment.
Supervisors and Employees The primary interpersonal relationship structured by the
organization. Because it is formed to support task and job requirements, almost everyone in an organization
The interaction of their characteristics influences the satisfaction each person feels with the other and helps determine the overall effectiveness of the relationship
A supervisor who thinks an employee shares similar values is more likely to view that employee as competent. Employees are more likely to be satisfied with both work and supervision if they perceive a high degree of communication competency in the relationship.
Employees’ satisfaction with their supervisors also has been found to be directly related to their perception of their own personal communication competence
Supervisors and Employees Leader-Member Exchange (LMX Theory) Leaders have limited time and resources and share both
their personal and positional resources differently with their employees.
In-group exchange is a high quality relationship characterized by high levels of information exchange, mutual support, informal influence, trust, and greater negotiating latitude and input in decision influence.
Out-group exchange, a low quality relationship in which the opposite is observed (e.g., more formal supervision, less support, and less trust and attention from the superior)” (Jaesub Lee 1997, p. 269).
Supervisors and Employees Leader-Member Exchange (LMX Theory) Lee (2001)
“Pelz effect” - The supervisor’s upward LMX with his or her own boss
Individuals in high-quality LMX relationships were more likely than those in low-quality relationships to believe supervisors distributed resources fairly and used fair procedures and processes.
These perceptions influenced how much employees reported sharing information, ideas, and resources with work group peers. In other words, the less favourable the relationships with the supervisor, the more likely individuals were to withhold information even from their peers.
The quality of LMX also influences the continuing socialization of newcomers. The exchange influences the degree to which individuals identify or not with the organization. It is possible to say LMX can be characterized by both trust and doubt.
Supervisors and Employees Leader-Member Exchange (LMX Theory) Nature of Communication Between Supervisors and Employees
Supervisors who are high in communication apprehension are not as well liked as those lower in apprehension
Relationships between supervisors and employees are influenced by a wide variety of communication behaviors; the predispositions, preferences, and abilities of both supervisors and employees; and overall work environments.
Supervisors may spend from one-third to two-thirds of their time communicating with employees. Employees want and seek interaction with their supervisors
The effectiveness of these message exchanges contributes to employees’ job satisfaction, quality of work performed, commitment, creativity, and overall communication satisfaction.
Supervisors and Employees Leader-Member Exchange (LMX Theory) Communication from Employees to Supervisors Janet Fulk and Sirish Mani (1986) – Downward
Communication The perception of supervisors’ downward communication, or the
extent to which supervisors are perceived as actively withholding information, influences the accuracy of upward messages.
The more the supervisor withholds, the more employees withhold and distort.
If trust levels between supervisors and employees are low, and if employees have mobility aspirations they believe their supervisors can influence, there is likely to be a positivity bias that distorts upward communication.
Supervisors and Employees Leader-Member Exchange (LMX Theory) Supervisor Influence Markku Jokisaari and Jari-erik Nurmi (2009)
Levels of supervisor support were directly related to employee role clarity, job satisfaction, and changes in salary levels.
Employees reporting high perceived supervisor support also reported role clarity and job satisfaction that was greater than employees perceiving lower supervisor support.
Employees reporting high supervisor support enjoyed rates of salary increases that were higher than employees with less supervisor support.
Supervisors and Employees Leader-Member Exchange (LMX Theory) Performance Expectations and Feedback Frequent gap in information and understanding between what the
supervisor perceives and what an employee believes to be true. Supervisors and employees frequently differ on such important issues as basic job duties, performance expectations, amount and quality of communication exchange, and desirability of employee participation in decision making
Donald Campbell (2000) - common supervisor expectations important for employees: Job and task competence Interpersonal effectiveness Organizational orientation Enterprising qualities Personal integrity
Supervisors and Employees Leader-Member Exchange (LMX Theory) Mentors/Mentee Relationships
The mentor engages in coaching and advice extending beyond immediate job requirements to include information on how to be viewed as a successful contributor to the organization and how to make decisions likely to result in favorable organizational recognition
Mentors are most likely to select for mentoring those individuals who are similar to the mentor.
Peers Peers are all organizational members of approximately the same
organizational structure, role, and responsibility levels Relationships with peers are characterized by both task and social
interaction: peers communicate job information, advice, evaluation of performance, and personal feedback
Peer Advice Networks and Performance Evaluations Peers are central to the advice networks in which most individuals participate.
Advice networks form around information transfer, communicate professional values, and contribute to both retarding and stimulating innovation
Peer Friendships provide overall positive benefits for organizational members including: improved
workplace performance, reduced stress, favorable perceptions of personal support, a positive work environment, and the ability to engage in change and innovation.
Peers Negative Peer Relationships Patricia Sias and Tara Perry (2004) Five primary factors contributing
to poor peer relationships and actual relationship deterioration: Problem personality Distracting life events Conflicting expectations Promotion Betrayal
Customers, Clients and Vendors Relationships are based on exchanges of information about products, services, timing,
delivery, quality, and cost. These relationships often are established through telemediated channels but remain important to the goals of all the parties involved in the relationship
Clarity of expectations among these parties is critical Network Links and Network Roles
Liaisons Link or connect groups with common information without being members of either group
Bridges Link groups together by having membership in two or more groups.
Gatekeepers Routinely receive information and determine whether to transmit that information to the next link or links in the
chain
Participants Individuals who participate in linked communication behaviors but who are not usually in liaison or bridge roles
– not influential
Nonparticipants Formal members of groups but do not affiliate with others in the group to the extent that participants do
Isolates all function differently in communication networks An individual with few or no communication links throughout the organization
Key Terms Valuing diversity - ability to understand and appreciate the
contributions that differences in people can make to organizations.
Diverse people bring different intrapersonal attitudes, experiences, expectations, and competencies to organizations. These differences can contribute to organizational effectiveness when those with different styles and values work together in interpersonal relationships characterized by mutual understanding, respect, and satisfaction.
Differences can produce conflict, tension, stereotyping, harassment, discrimination, abusive control, and exclusion, all of which contribute to a variety of negative organizational outcomes.
Increasing Interpersonal Effectiveness Barriers to Valuing Diversity and Positive Approaches
Preconceptions and Beliefs That Foster Inaccurate Information and Confusion between Perceptions of Behaviors and Actual Behaviors Positive Approach: Personalize Knowledge and Perceptions
Stereotypes That Limit the Potential Contributions of Individuals Based on Their Membership in a Group or Class Positive Approach: Tolerance for Ambiguity
Prejudices That Produce Negative Emotional Reactions to Others Positive Approach: Nonjudgmentalness
Stylistic Differences in Personal Communication That Inhibit Interpersonal Relationships Positive Approach: Display of Respect
FIGURE 5.5 Brenda Allen’s Checklist for Mindful and Proactive InteractionsBased on Brenda Allen, Difference Matters: Communicating Social Identity, 2004, p. 202.
What preconceived notions do I have about this person based on social identity characteristics (whether we seem different or similar)?
Are those notions positive, negative, or neutral? What’s the source of those preconceptions? Will my preconceptions facilitate or impede communication? Am I open to learning about this person and myself during this
interaction? Why or why not? Am I willing to be changed as a result of this interaction or
experience? What communication tools can I use to try to create genuine
Active listening - processes of hearing, assigning meaning, and verifying our interpretations. Increases the accuracy of message reception, enabling responses based on what was said, not on what might have been said.
Descriptive messages - messages characterized by ownership of perceptions and conclusions and language which presents facts, events, and circumstances all parties to communication are likely to observe or experience personally.
Message ownership - attempts to verbally communicate individual perceptions and feelings without attempting to establish blame or find unnecessary corroboration.
Descriptive language - language choice based on facts, events, and behavior as opposed to language choice describing attitudes, blame, or other subjective and vague concepts.
Describe an occasion when an individual communication experience affected your sense of: organizational identification, work performance, trust, communication, or job satisfaction.
Describe an occasion when either valuing diversity, active listening, verbal ownership, or descriptive language contributed to organizational communication.
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.
Perspectives on Strategic and Organizational Communication Strategic organizational communication is
dynamic and influenced both within and without the organization. It is strategic, proactive and reactive. Strategic communication is closely related to organizational excellence and the ability of any organization to meet environmental challenges.
Planning frequently begins with an analysis of the organizational environment
Strategic organizational communication - transactional processes in which organizational messages are deliberately generated, are based on environmental data, analysis and strategy selection, and are guided by organizational objectives.
Communication Strategy vs. Tactics Strategy involves choice
What issues are most important? What issues can or should be ignored? Who should present what? Why should it become a major theme? When is the best timing for communication?
Involves anticipating the reactions of others and planning with those reactions in mind. Strategy becomes the basis for action
Communication tactics are the actions—both planned and otherwise—that determine whether the strategic objective is realized.
Key Concepts Environmental scanning - acquisition and use
of information about events and trends in an organization’s external environment. Eric Eisenberg and H. L. Goodall (1997) pointed
out that boundary spanners, or organizational members who have direct contact with the public (such as salespeople or customer service representatives), can play an important role in gathering external data.
Key Concepts The global environment – customers, clients,
donors, service users are literally everywhere—networked with sophisticated technologies, spanning diverse cultures and needs, challenging past understanding of multiple publics and environmental data
opportunities, and threats identified for strategic planning (Kenneth Andrews and C. Roland Christensen, 1971) Strengths Weaknesses Opportunities Threats
Strategic Organizational Communication Phillip Clampitt, Robert DeKoch, and Thomas
Cashman (2000) Effective communication strategy as having the
following characteristics: Linking to organizational goals Legitimizing certain issues and delegitimizing others Shaping organizational memory Making sense of the confusing and ambiguous Providing a proper point of identity Continuously evolving
Image Communication The planned building and maintaining of an
organization’s reputation The image or reputation of an organization
is central to the ability of the organization to meet its overall goals or objectives To many, however, the term image building carries mixed connotations based on a skepticism of whether or not planned, communicated images reflect organizational reality
Key Terms Internal communications - planned and formalized
communication prepared and disseminated by communication professionals to internal organizational members. Seeking input from employees through surveys, interviews,
meetings, or other methods; communicating the organization’s mission, objectives, strategies, and programs through training activities or the preparation and dissemination of newsletters, manuals, pamphlets, and other publications; establishing formalized structures to improve the quality and flow of organizational communication; creating Web sites for internal use; determining which social media will be utilized with employees; and in general managing all communications designed to help the organization achieve its strategic objectives.
Key Terms Marketing - strategic organizational communication
which is directed at bringing about an exchange between an organization and a customer.
Integrated marketing communications - process of managing all sources of information about a product which behaviorally moves the customer toward a sale and maintains customer loyalty. The Marketing Mix
Product decisions Pricing decisions Place decisions Promotion decisions
Advertising—planned messages which are part of the promotional marketing mix which utilize media to reach intended audiences to stimulate a desired impact such as product purchase or behavior change.
Branding – process of developing product or service naming and identity statements which distinguish products or services from competitor products or services.
Crisis communication – communication response in emergency situations designed to minimize harm to the organization and assist in understanding and responding to the emergency.
Crisis management - Use of public relations to minimize harm to the organization in emergency situations that could cause damage.
Risk and Crisis Communication The production of messages for the
organization’s various publics with regard to potential risks and their consequences.
Risk messages often include information on how the organization is assessing or monitoring the risk, what preventive measures—if any—are in place, how the organization will respond if a perceived risk becomes a reality, and what individuals can do (self-efficacy) to reduce their personal or environmental risks.
Risk and Crisis CommunicationKathleen Fearn-Banks (2008) concluded a crisis has five stages:
1. Detection
2. Prevention/preparation
3. Containment
4. Recovery
5. Learning.” The stages are not linear, with several stages potentially occurring at once. Communication professionals most often are involved in all stages.
Technology and strategic organizational communication – the website as a staple of strategic communication, increasing presence of social media, emerging use of enterprise social media (EMS)
Identified seven issues with ethical, moral, and even legal implications resulting from planned communication: The posited character or integrity of the source of the
message The defensibility of a particular message The legitimacy of a pattern or campaign of messages The practical impact of a message or the cumulative effect of
a series of messages The openness of the structure of communication between an
organization and its publics/audiences The articulation/representation of genuine public interests The question of shared responsibility.
Distinguish between strategic organizational communication and other forms of organizational communication. What special skills might be required to fulfill professional responsibilities in the field of strategic organizational communication?
Describe the relationship between the development of strategy and the communication functions of public relations and marketing. What are some communications activities public relations and marketing professionals might use to help carry out overall business strategy?
Give examples of ethical issues that a public relations or marketing professional might face. What possible behavior choices or solutions are available to the professional, and what are their implications?
Consider the importance of the organizational environment in the context of strategic organizational communication. Give an example of a professional communication responsibility or problem, and describe an approach or solution that utilizes two-way communication between the organization and its environment to improve the chance of a successful outcome.
Describe some strategic educational activities that a communication professional might use to help an organization improve adaptability, coping processes, and problem solving. Which activities do you deem most valuable and why?
Discuss the challenges organizational professionals face when strategically planning the use of social media. How can organizations know which media should be utilized and which should be avoided? Provide rationales for your choices.
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.
Internal communication careers - work within an organization to assist management in employee and management communication, coordinate a variety of training activities, coordinate internal communication media, facilitate team building, and develop numerous other communication activities.
Internal Communication Careers1. Provide consultation, assistance, and guidance to management on matters relating to employee and management communication; coordinate employee communication pro-grams and activities; coordinate publishing of regular employee media including social media; advise, coordinate, and conduct attitudinal and other polls among employees; provide editorial and publishing services; and produce, edit, and distribute special publications.
2. Develop and maintain informational units to serve the needs of senior management and the communication department.
3. Develop, coordinate, and implement small-group, face-to-face communication programs to facilitate team building, problem identification, and problem solving.
External communication careers - responsibility for external public relations activities; corporate advertising; community, shareholder, financial and government relations; corporate literature, sales promotions, and special productions.
External Communication Careers1. Guide and develop a full range of external public relations activities including advertising; crisis communication; community, shareholder, financial, and government relations; and the production of corporate literature, sales promotions, marketing, and special productions.
2. Direct and coordinate all activity in the development, implementation, and administration of an organizational identification system, covering all aspects of visual communication, materials, and media.
3. Evaluate, direct, and coordinate uses of new media including social media for all types of organizational communication and e-commerce.
4. Have administrative responsibility for public relations and development departments.
5. Have responsibility for risk and crisis communication.
Key Terms Sales careers - representing products and
services to potential customers. Human services careers - responsibility for
fund-raising, grant writing, and other formal budget justification processes. Human service professionals engage in counseling, design, administration, and evaluation of programs; they also engage in responsibilities similar to internal communication careers.
careers - responsibility for the design and development of research programs to support the ongoing activities of the organization or to chart a course of change; responsibility for the acquisition and the interpretation of information and the selection of technologies to support decision making and e-commerce.
planning, coordinating, supervising, and controlling many of the activities of the organization.
Consulting careers - work as an external adviser to organizations to identify problems, evaluate performance, find solutions, and implement a wide variety of change activities.
Educational Preparation for Organizational Communication Careers Broad liberal arts background with emphasis on combination
of theory and practical courses Overview of the human communication process, an
introduction to basic concepts and theories in organizational communication, and an understanding of how theories of organizations relate to human communication
Development of oral skills for interpersonal, small-group, and public settings.
Basic research methods and statistics are essential for evaluating and collecting data, a responsibility of many communication positions
The Employment Search Informational interview - Interview to gather data for
problem solving and decision making Employment interview - An exchange of questions
between an individual seeking employment and the individuals responsible for evaluating job applicants Effective employment interviewing involves preparation
and practice Prepare to provide concise but descriptive answers to a
variety of questions about you Role playing is a valuable method for improving your
interviewing skills Ask informed questions of the interviewer about the job
Old School vs. New School Michael Arthur, Priscilla Claman, and Robert DeFillippi (1995) The old career paradigm
Implied mutual loyalty between employees and organizations. Employee compliance was rewarded with job security. Job rewards were deferred to the future, and Career opportunities were mostly standardized and prescribed by the firm. Employees often expected to stay with one organization for an entire career and relied on
the organization to specify jobs and their associated occupational skill base. Employees were expected to identify with their particular firm and forgo general
development in favor of firm-specific learning. Management set strategic direction and defined competitiveness, and The corporate agenda generally discouraged independent enterprise. There was little identification with other regional firms, which were generally viewed as
competitors. Corporate allegiance meant that project goals were subordinated to corporate policy and
organizational constraints. Loyalty to the work group was expected, and the organization formed a distinct boundary
Old School vs. New School Michael Arthur, Priscilla Claman, and Robert DeFillippi (1995) The new career paradigm The concept of discrete exchange means explicit exchange of specified rewards
in return for task performance Basing job rewards on the current market value of the work being performed Engaging in disclosure and renegotiation on both sides as the employment
relationship unfolds, and exercising flexibility as each party’s interests and market circumstances change
Occupational excellence means performance of current jobs in return for developing new occupational expertise
Employees identifying with and focusing on what is happening in their adopted occupation
Emphasizing occupational skill and development over the local demands of any particular firm
Getting training in anticipation of future job opportunities; and having training lead jobs
Allred, Snow, and Miles Core competencies for the networked
organization (p. 21) Referral skills rely on the ability to analyze a problem and prescribe
a solution within the network firm and across its partners.
Partnering skills refer to the capacity to conceptualize, negotiate, and implement mutually beneficial outcomes.
Relationship management involves giving high priority to the needs
and preferences of key customers and partners. In dynamic multifirm networks, in which company participation may be periodic, relationships among past, present, and potential customers and partners must be carefully maintained
Review and add to the list of professional responsibilities of communication professionals. How are these responsibilities affected by advances in technology and the rapidly changing and competitive business environment? What are the implications for careers in the 21st century?
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.
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.
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.
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.
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.
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.
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. . .”
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.
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.”
Confronting Ethics and Failures Changing Organizational Forms Global and Multicultural Changes Chaos, Flux and Speed Inclusive-Participation Processes Building Trust
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
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.
Principled leadership - leadership that provides a consistent message, has a perspective for unleashing talent, practices ego suppression, and creates leaders.
Of the five approaches to leadership (trait, style, situational, transformational, or discursive), which, in your opinion, best describes leadership? Why?
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.
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.
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.
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.
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.
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.
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.
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. . .”
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.
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.”
Confronting Ethics and Failures Changing Organizational Forms Global and Multicultural Changes Chaos, Flux and Speed Inclusive-Participation Processes Building Trust
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
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.
Principled leadership - leadership that provides a consistent message, has a perspective for unleashing talent, practices ego suppression, and creates leaders.
Of the five approaches to leadership (trait, style, situational, transformational, or discursive), which, in your opinion, best describes leadership? Why?
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.