Transcript Leadership and Communication

Leadership and
Communication
Chapter 1

“A platoon leader doesn’t get his platoon
to go by getting up and shouting and
saying “I am smarter. I am bigger. I am
stronger. I am the leader.” He gets men
to go along with him because they want to
do it for him and they believe in him.

Dwight D. Eisenhower
Leadership: At the Core of Human
Experience



All around us
Integral part of life
Does leadership have an impact on
organizations?
"Quantas Problem Solving"
After every flight, Qantas' pilots fill out a form,
called a "gripe sheet" which tells mechanics
about problems with the aircraft. The mechanics
correct the problems, document their repairs on
the form, & then pilots review the gripe sheets
before the next flight. Never let it be said that
ground crews lack a sense of humor. Here are
some actual maintenance complaints submitted
by Qantas' pilots & the solutions recorded by
maintenance engineers.
(P= The problem logged by the pilot.) (S= The
solution and action taken by mechanics.)
















P: Left inside main tire almost needs replacement.
S: Almost replaced left inside main tire.
P: Test flight OK, except autoland very rough.
S: Autoland not installed on this aircraft.
P: Something loose in cockpit.
S: Something tightened in cockpit.
P: Dead bugs on windshield.
S: Live bugs on backorder.
P: Autopilot in altitudehold mode produces a 200 feet per minute descent.
S: Cannot reproduce problem on ground.
P: Evidence of leak on right main landing gear.
S: Evidence removed.
P: DME volume unbelievably loud.
S: DME volume set to more believable level.
P: Friction locks cause throttle levers to stick.
S: That's what they're for.










P: IFF inoperative.
S: IFF always inoperative in OFF mode.
P: Suspected crack in windshield.
S: Suspect you're right.
P: Number 3 engine missing.
S: Engine found on right wing after brief search.
P: Aircraft handles funny.
S: Aircraft warned to straighten up, fly right, & be serious.
P: Target radar hums.
S: Reprogrammed target radar with lyrics.

P: Noise coming from under instrument panel. Sounds like a midget
pounding on something with a hammer.

S: Took hammer away from midget.
Dean Barnlund’s Five Principles of
Human Communications





Is not a thing, it is a process
Is not linear, it is circular
Is complex
Is irreversible
Involves the whole personality
Factors Impacting Understanding of
Message






Cultural diversity
Status differences (power)
Gender
Previous experiences
Level of interest
Speaking or writing abilities
Models of Communication



Action Model: Sender to Receiver
Interaction Model: Receiver gives
feedback to Sender
Transactional Model: Both Sender and
Receiver are in simultaneous
communication
Common Themes to Leadership
Definitions



Exercise of influence
Group Context
Collaboration
Themes to Leadership Definitions

Exercise of influence



Hersey-any attempt to influence the behavior
of another group
Bass-an effort to influence others is attempted
leadership. Successful leadership occurs
when there is actual change.
Alvesson-culture-influencing activity
Themes to Leadership Definitions

Group Context


The behavior of an individual when he/she is
involved in directing group activities
The process (act) of influencing the activities
of an organized group toward goal setting an
goal achievement
Themes to Leadership Definitions

Collaboration


Rost-Leadership is an influence relationship
among leaders and their collaborators who
intend changes that reflect their mutual
purposes
Hackman and Johnson-Leadership is human
(symbolic) communication, which modifies
attitudes and behaviors of others in order to
meet shared group goals and needs
Leaders





Innovators
Change
Focus-ultimate
direction of group
Effectiveness
Inspiring
vs. Manager





Stability
Problem solvers
Focus-Maintaining
status quo
Efficiency
Motivating
The Leader/Follower Relationship





We learn when we are in a follower
position
Can be both a leader and a follower
Give credit to followers
Listen to followers
Is this an obsolete word?
Willingness to Communicate





High WTCs are viewed as more credible and
attractive
People who speak frequently in small groups are
more likely to hold leadership positions
Talkative people are more likely to be hired and
promoted
High WTCs are rated as more socially and
sexually attractive by other members of the
opposite sex
High WTCs are more open to change and enjoy
tasks that require thought
Functional Communication Skills
According to Frank Dance and Carl Larson:



Symbolic communication links humans to other
humans and to the physical environment
Symbol usage develops higher mental processes
Human communication allows for the regulation
of our own behavior as well as the behavior of
others
Necessary to Influence Others







Build and use power bases effectively
Empower followers
Develop perceptions of credibility
Make effective use of verbal and nonverbal cues
Resist inappropriate or unethical influence
Communicate positive expectations for others.
Foster creativity and manage change
Necessary to Influence Others








Gain compliance
Develop argumentative competence
Negotiate productive solutions
Adapt to cultural differences
Shape public opinion
Organize and deliver effective presentations
Engage in self-leadership
Challenge and correct faulty personal
assumptions
Psychologist Daniel Goleman

Emotional Intelligence


“the ability to recognize, control, and express
emotions.”
Resonance

“creating a positive emotional climate to bring
out the best in leaders and followers.”
Combining Emotions and Cognition





Perception, appraisal, and expression of
emotion
Attending to the emotion of others
Emotional facilitation of thinking
Understanding and analyzing emotional
information and employing emotional
knowledge
Regulation of emotion
Impression Management




First Date
Interview Process
Honeymoon
Prototypes
Shaping Impressions




Establish friendly relations with followers
early
What prototypes does the group have of
the leader
Increase power by knowledge
Ensure you are viewed as contributing to
the group’s success