Limiting the Risk of Leadership Communication . Presenter:Lance R. Lippert . Objectives. To better understand the role of leadership in daily organizational interactions. To demonstrate leadership competency in various organizational relationships.
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Limiting the Risk of Leadership Communication
Presenter:Lance R. Lippert
Let’s ask some other experts!
Sum the odd items & Sum the even items
45-50=very high range
35-39=moderately high range
30-34=moderately low range
10-24=very low range
No need to differentiate the two.
A company had a vast scrap yard in the middle of a desert. Management said, "Someone might steal from it at night." So they created a night watchman position and hired a person for the job.
Then management said, "How does the watchman do his job without instruction?" So they created a planning department and hired two people; one person to write the instructions and one person to do time studies.
Then management said, "How will we know the night watchman is doing his tasks correctly?" So they created a Quality Control department and hired two people. One to do the studies and one to write the reports.
Then management said, "How are these people going to get paid?" So they created the following positions, a timekeeper and a payroll officer; then hired two more people.
Then management said, "Who will be accountable for all of these people?" So they created an administrative section and hired three people; an Administrative Officer, Assistant Administrative Officer, and a Legal Secretary.
Then management said, "We've had this command in operation for one year now and we're $18,000 over budget. We have to cutback on overall costs."
So they laid off the night
A set of organizational characteristics that are relatively stable, represent the workplace atmosphere, differentiate organizations, and influence behaviors of organizational members.
What do you think about when you consider a supportive climate and defensive climate?
What happens in these types of work environments or in workplaces with supportive or defensive climates?
Let’s think about specific supportive and defensive behaviors in your own organizations or work teams that might contribute to climate.
Passing judgments, questioning standards, & blaming
Nonjudgmental & asking questions for information
Trying to do something to another
Defining mutual problems & seeking mutual solutions
Tricking others, ego-centric, & hidden agenda
Being free of deception & having no hidden motives
Expressing lack of concern
Having mutual trust and respect
Communicating with an attitude & condescending
Respecting the worth of the listener
Being dogmatic & needing to be right all the time
Being willing to experiment with one’s own behavior, attitudes, and ideas
What does leadership have to do
with a supportive climate?
Effective communication is crucial to a supportive workplace climate
Changing your leadership style based on the people you are working with, the nature of the task, the nature of the organizational climate, and the values within your organizational culture.
Tells people what to do, when to do it, and how to do it. No discussion. Gives instructions of what to do, and then supervise.
Tells people what to do, when to do it, and how to do it; however, provides individuals with plenty of encouragement and support.
Includes employee in decision making process, seek their input, and listens to their thoughts and ideas. Not too directive.
Tells individuals what needs to get done and let them do it. For workers who know how to get the job done and are motivated to do it.
School of Communication
Illinois State University
Lance R. Lippert