Transcript Leadership Communication, 4th edition by Deborah J. Barrett A

Leadership Communication, 4th edition by Deborah J. Barrett
Leadership Communication in
an Organizational Context
Lectures Based on
Leadership Communication, 4th edition
By Deborah J. Barrett, Ph.D.
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Topics
 Classical approaches to organizations
 The human relations approach and role
of communication
 Managing supervisor-subordinate relationships
 Mentoring and coaching
 Networking
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Leadership Communication, 4th edition by Deborah J. Barrett
Three Classical Theories
Theorist and Theory
Taylor (1911) –
Scientific
Management
Major Characteristics
Scientific design of every task
Careful selection and training
of workers
Equal division of work and
responsibility
Fair pay
Fayol (1949) –
Administrative
Clear chain of command and
direction of communication
from top to bottom
Defined groupings of activities
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Leadership Communication, 4th edition by Deborah J. Barrett
The Three Classical Theories (continued)
Theorist and Theory
Weber (1947) –
Bureaucratic
Major Characteristics
Order through clear rules
and regulations
Preferred type of
authority—rational legal
Bureaucracy with clear
hierarchy and division
of labor
Objectivity in hiring,
promoting, firing
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Leadership Communication, 4th edition by Deborah J. Barrett
Human Relations Management
 Human relations management resulted from
challenges to the scientific management
approach and the shift in viewing workers as
part of a machine.
 The Hawthorne Studies—one of the of most
famous challenges, which consisted of
experiments conducted at Western Electric 1924 – 1933:
 The first study was designed to determine
the relationship of productivity to lighting
in the plant.
 This first study and the rest found personal
attention to the workers increased
productivity not the lighting.
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Leadership Communication, 4th edition by Deborah J. Barrett
McGregor’s Theory X and Y
 Theory X company is rigid and autocratic;
workers have part of the machine, needing
and preferring command and control, motivated
by money
 Theory Y company nurtures peoples’ instinct to
contribute and do their best; exemplified by
 Decentralization and delegation
 Job enlargement
 Participation and consultative management
 Performance appraisals
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Leadership Communication, 4th edition by Deborah J. Barrett
Communication in Organizations
 Is important and is needed –
 For the organization to function efficiently
and effectively
 For leaders to guide, motivate, move
organizations forward
 Should complement and be compatible with the
organizational structure, operations, and culture.
 Can be viewed as a linear, uni-direction process
(the classical top down) or as multi-directional
and interactive
 HR approach depends on – open, dynamic,
contextual, on-going, simultaneous
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Leadership Communication, 4th edition by Deborah J. Barrett
Leadership and Management
 Managers possess leadership abilities and
leaders often manage.
 What a manager and leader both do in an
organizational context:
 Manage resources (people, information,
environment, budgets)
 Influence people to direct their efforts toward
the achievement of a goal or goals
 Obtain the best out of subordinates
individually and collectively to achieve goals
effectively and efficiently
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Leadership Communication, 4th edition by Deborah J. Barrett
What Good Supervisors Do
to Motivate Subordinates Today
 Provide direct help, adequate resources, time
 Set clear goals and clarify where the work is
heading and why it matters
 Work collaboratively as a peer
 Make things more fun and relaxing
 Provide emotional support
 However, the most important motivators are
the following:
 Enabling people to move forward in their work
 Treating them decently as human beings
Source: Amabile and Kramer (20012). “Inner Work Life: Understanding the
Subtext of Business Performance.” Harvard Business Review.
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Leadership Communication, 4th edition by Deborah J. Barrett
Primary Effects on Supervisor/
Relationships
Subordinate
1. Power—what kind and how is it used
2. Trust—from both sides; supervisor trusts
subordinate to do good work and subordinate
expects to be recognized and treated fairly
3. Communication—frequency and style, medium
4. Culture—the tone the organization set for such
relationships
5. Values and ethics—what does the individual
value and what guides his or her ethical
decisions?
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Leadership Communication, 4th edition by Deborah J. Barrett
Delegating: Keeping the
Monkey Off Your Back
1. Make appointments to deal with monkeys
2. Specify level of initiative
3. Agree on a status update
and provide feedback
4. Examine your own motives
5. Focus on results not process
6. Know and develop employees’
skills
7. Delegate to the lowest level
8. Explain assignments clearly and
provide needed resources
9. Foster trust
Source: Oncken and Wass. “Management Time: Who’s Got the Monkey?”
Harvard Business Review; Manager’s Toolkit. Harvard Business School Press, 2004.
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Leadership Communication, 4th edition by Deborah J. Barrett
Levels of Initiative Subordinates can take to
Help Keep Monkeys Off Boss’s Back
 Take independent action and
update boss through routine
procedure
Most
 Take independent action but
advise boss at once
 Recommend an action, get
approval, do it
 Ask what to do
 Wait until told what to do
Source: Oncken and Wass. “Management Time: Who’s Got the
Monkey?” Harvard Business Review; Manager’s Toolkit. Harvard
Business School Press, 2004.
Least
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Leadership Communication, 4th edition by Deborah J. Barrett
Mentor and Protégé Responsibilities
Mentor
 Provide guidance
 Create a positive,
open relationship
 Help protégé identify
problems and solutions
 Lead protégé through
problem-solving
processes
 Offer feedback
 Share stories,
including mistakes
 Come to each
meeting prepared
Protégé
 Shape agenda for the
relationship
 Establish realistic and
attainable expectations
 Be open in communicating with mentor
 Establish priority issues
 Don’t expect mentor to
be expert on everything
 Solicit feedback
 Come to each
meeting prepared
Source: www.sba.gov/smallbusinessplanner/manage/lead/SERV_MENTORING.html
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Leadership Communication, 4th edition by Deborah J. Barrett
Steps to Creating a Productive
Feedback Session
1.
2.
3.
4.
5.
Be well prepared for the feedback session
Create a receptive environment
Assume a comfortable demeanor
Start by setting the context for the meeting.
Move quickly into your main objectives, which
should not be so numerous they overwhelm
6. Ensure throughout that the receiver understand
your points
7. Finally close with next steps, with specific
actions and timing
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Leadership Communication, 4th edition by Deborah J. Barrett
The Grow Model as One Approach to
Providing Feedback
• Agree on topic
• Agree on objectives
• Set long-term aim, if
appropriate
Goal
• Commit to action
• Identify possible Wrap-up
obstacles
• Make steps specific
and define timing
• Agree on support
Reality
Options
Source: Max Landsberg, The Tao of Coaching
• Invite self-assessment
• Offer specific examples
• Avoid or check
assumptions
• Discard irrelevant history
• Cover full range of
options
• Invite suggestions
• Offer suggestions
carefully
• Ensure choices are
made
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Leadership Communication, 4th edition by Deborah J. Barrett
A Leader’s Interpersonal Skills
Come to Play in Networking
 Leaders need to network
 Networking enhances careers
through connections made in
professional organizations
and events
 Networking provides
opportunities to expand
leaders’ spheres of influence
and increases their visibility
and potential impact
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Leadership Communication, 4th edition by Deborah J. Barrett
Networking: The One-Minute Introduction
 What is it?
A crisp, concise overview of our position in
an organization with some information about
the organization if unknown to listener
 Why is it important?
It demonstrates our professionalism and
pride in what we do
 When is it used?
Professional conferences, internal meetings,
other networking events, etc.
 Is it always the same?
No, because we tailor it to the event and
the listener
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Leadership Communication, 4th edition by Deborah J. Barrett
Networking: Ice Breakers or Small Talk
 Talking about the weather is not as bad as it
sounds; most people have something to say
about it
 It’s helpful to glance at the newspaper to pick
up current events before a networking event;
sports may be a good topic
 It’s wise to talk about positive topics that warm
people’s hearts and to avoid negative topics
 Using open-ended statements can help open
up the conversation
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Leadership Communication, 4th edition by Deborah J. Barrett
Overcoming Networking Fears
1. Realize that networking can be learned, and
everyone can become good at it
2. Practice your introduction
3. Find a friend to go with you to events.
Introducing your buddy can provide a nice
opening. You should try to separate from your
buddy at some point, but create a rescue signal
4. When you join others, do so politely (note that
it is usually best not to interrupt a private
conversation between two people)
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Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Summary
 The classical theories on organizations still
influence the structure and functioning of
many organizations today
 However, the human relations approach tends
to dominate management approaches, with
communication playing a major role
 The supervisor/subordinate relationship can be
effectively managed with the right tools
 Leaders carry the responsibility for motivating
others and for mentoring and coaching
 Networking increases a leaders’ reach and
ability to learn from and teach others
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