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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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Objectives
Objectives

  • To better understand the role of leadership in daily organizational interactions.

  • To demonstrate leadership competency in various organizational relationships.

  • To better understand the function of communication in leadership relationships.


Leadership
Leadership?

  • What is leadership?

  • Can I be a leader?

  • How do I lead?

  • Is it about the process, my ability, or my relationships?

  • Leadership Aerobics!

  • Activity-Leadership Quiz


Can we define leadership
Can We Define Leadership?

  • "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." (Bennis)

  • "Leadership is influence - nothing more, nothing less." (Maxwell)


Can we define leadership1
Can We Define Leadership?

  • “Leadership is the ability of developing and communicating a vision to a group of people that will make that vision true.” (Kenneth Valenzuela)

  • “Leadership is an influence relationship among leaders and follower who intend real change that reflect their mutual purpose.” (Rost).


Can we define leadership2
Can We Define Leadership?

Let’s ask some other experts!

  • Santa

  • Colin Powell

  • Desmond Tutu


Leadership approaches
Leadership Approaches

  • Trait theories: there are particular personality qualities that are associated with leaders and will result in effective leadership (born not made)

    • Intelligence

    • Self confidence

    • Determination

    • Integrity

    • Sociability


Leadership approaches1
Leadership Approaches

  • Styles Theories: Traits translate into preferred behaviors in a leader.

    • Behavioral styles make leaders more or less effective leaders

    • Form of activity

    • Task behaviors-facilitate goal accomplishment & achievement of objectives (task, maintenance)

    • Relationships behaviors-help followers feel comfortable w/ job, selves, and others (social)


Leadership approaches2
Leadership Approaches

  • Situational Theories: Different situations demand different kinds of leadership.

    • Effective leaders adapt style the demands of different situations

    • Focus is on leadership in situations

    • role development

    • follower readiness

    • nature of task and relationship

    • Leader-follower match


Leadership communication
Leadership Communication

Relational orientation

  • Solicits opinions

  • Recognizes positions, ideas, and feelings of others

  • Engages in flexible, open com

  • Listens carefully to others

  • Makes requests

  • Focuses on feelings, emotions, and attitudes as they relate to personal skills

  • Most often communicates orally


Leadership communication1
Leadership Communication

Task orientation

  • Disseminates information

  • Ignores positions, ideas, and feelings of others

  • Engages in rigid, stylized communication

  • Interrupts others

  • Makes demands

  • Focuses on facts, data, and info as they relate to tasks

  • Emphasizes productivity through acquisition of tech. skills

  • Most often communicates in writing


Lbdq self assessment
LBDQSelf Assessment


Lbdq scoring what s orientation
LBDQ ScoringWhat’s orientation?

Sum the odd items & Sum the even items

Scoring

45-50 = very high range

40-44 = high range

35-39 = moderately high range

30-34 = moderately low range

25-29 = low range

10-24 = very low range


Leadership or management
Leadership or Management

No need to differentiate the two.

  • Key is to balance…organizations need to nurture both

  • Not everyone is effective as both, but an individual can be effective

  • Management role in hierarchy but expected to demonstrate leadership

  • Have to reject the notion to denigrate management to ennoble leadership.


Bm leadership grid self assessment
BM Leadership GridSelf Assessment


Effective leadership communication minimizes the risk of miscommunication
Effective Leadership Communication Minimizes the Risk of Miscommunication!

  • Clarify communication

  • Check perception

  • Monitor your attitude

  • Relationship building


Clarify communication
Clarify Communication Miscommunication!

  • IPC=the exchange of verbal & nonverbal messages between individuals to gain an understanding.

  • Competency=KASA

  • Consider

    • Audience

    • Channel

    • Active listening


Miscommunication example
Miscommunication Example Miscommunication!


Check perception
Check Perception Miscommunication!

  • Where does our perception originate?

  • What is the other person’s perception?

  • What is your perception?

  • How do we present ourselves?

  • Consider what we bring to the interaction.


How do you see the world
How Do You See the World? Miscommunication!

  • The following short quiz consists of 4 questions and will tell you whether you are qualified to be a professional. Scroll down for each answer. The questions are NOT that difficult. But don't scroll down UNTIL you have answered the question!

  • 1. How do you put a giraffe into a refrigerator?


How do you see the world1
How Do You See the World? Miscommunication!

  • The correct answer is: Open the refrigerator, put in the giraffe, and close the door. This question tests whether you tend to do simple things in an overly complicated way.

  • 2. How do you put an elephant into a refrigerator?


How do you see the world2
How Do You See the World? Miscommunication!

  • Did you say, Open the refrigerator, put in the elephant, and close the refrigerator? Wrong Answer.

  • Correct Answer: Open the refrig., take out the giraffe, put in the elephant and close the door. This tests your ability to think through the repercussions of your previous actions.

  • 3. The Lion King is hosting an animal conference. All the animals attend... except one. Which animal does not attend?


How do you see the world3
How Do You See the World? Miscommunication!

  • Correct Answer: The Elephant. The elephant is in the refrigerator. You just put him in there. This tests your memory. Okay, even if you did not answer the first three questions correctly, you still have one more chance to show your true abilities.

  • 4. There is a river you must cross but it is used by crocodiles, and you do not have a boat How do you manage it?


How do you see the world4
How Do You See the World? Miscommunication!

  • Correct Answer: You jump into the river and swim across. Have you not been listening? All the crocodiles are attending the Animal Meeting. This tests whether you learn quickly from your mistakes.

  • According to ACME Consulting Worldwide, around 90% of the professionals they tested got all questions wrong, but many preschoolers got several correct answers. This conclusively disproves the theory that most professionals have the brains of a four-year-old.


Monitor your attitude
Monitor Your Attitude Miscommunication!

  • Can’t give away something you don’t have!

  • What kind of place would your workplace be if everyone had your attitude?

  • Are you a good organizational citizen?

  • YOGOWYPI!


Relationship building
Relationship Building Miscommunication!

  • Realize your connection with those around you!

  • Synergy

    • The sum of the whole is greater than the sum of the parts.

    • Take the parts separately from the whole of the parts


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 for one year now and we're $18,000 over budget. We have to cutback on overall costs."

watchman!


Climate
Climate for one year now and we're $18,000 over budget. We have to cutback on overall costs."

A set of organizational characteristics that are relatively stable, represent the workplace atmosphere, differentiate organizations, and influence behaviors of organizational members.


Climate affects
Climate Affects for one year now and we're $18,000 over budget. We have to cutback on overall costs."

  • Attitude

  • Morale

  • Satisfaction

  • Dedication

  • Effort

  • Productivity


Did you know
Did You Know…. for one year now and we're $18,000 over budget. We have to cutback on overall costs."

  • Climate is linked to job satisfaction and perceive organizational effectiveness.

  • That as satisfaction with communication increases, positive perceptions of the general organizational climate also increase.


What creates climate
What Creates Climate? for one year now and we're $18,000 over budget. We have to cutback on overall costs."

  • Leadership

  • Relationships

  • Communication

  • Trust

  • Credibility

  • Participation


What creates climate1
What Creates Climate? for one year now and we're $18,000 over budget. We have to cutback on overall costs."

  • Responsibility

  • Socialization/belonging

  • Compensation

  • Rules/standards/expectations

  • Workload

  • Leadership


Question
Question? for one year now and we're $18,000 over budget. We have to cutback on overall costs."

What do you think about when you consider a supportive climate and defensive climate?


Question1
Question? for one year now and we're $18,000 over budget. We have to cutback on overall costs."

What happens in these types of work environments or in workplaces with supportive or defensive climates?


Activity
Activity for one year now and we're $18,000 over budget. We have to cutback on overall costs."

Let’s think about specific supportive and defensive behaviors in your own organizations or work teams that might contribute to climate.

  • 5 minutes-Individual reflection

  • 10 minutes-Work group (3 people) discussion

  • Large group discussion


Characteristics of a defensive supportive work climate
Characteristics of a Defensive & Supportive Work Climate for one year now and we're $18,000 over budget. We have to cutback on overall costs."

Evaluation

Passing judgments, questioning standards, & blaming

Descriptive

Nonjudgmental & asking questions for information


Characteristics of a defensive supportive work climate1
Characteristics of a Defensive & Supportive Work Climate for one year now and we're $18,000 over budget. We have to cutback on overall costs."

Control

Trying to do something to another

Problem Orientation

Defining mutual problems & seeking mutual solutions


Characteristics of a defensive supportive work climate2
Characteristics of a Defensive & Supportive Work Climate for one year now and we're $18,000 over budget. We have to cutback on overall costs."

Manipulation

Tricking others, ego-centric, & hidden agenda

Spontaneity

Being free of deception & having no hidden motives


Characteristics of a defensive supportive work climate3
Characteristics of a Defensive & Supportive Work Climate for one year now and we're $18,000 over budget. We have to cutback on overall costs."

Neutrality

Expressing lack of concern

Equality

Having mutual trust and respect


Characteristics of a defensive supportive work climate4
Characteristics of a Defensive & Supportive Work Climate for one year now and we're $18,000 over budget. We have to cutback on overall costs."

Superiority

Communicating with an attitude & condescending

Empathy

Respecting the worth of the listener


Characteristics of a defensive supportive work climate5
Characteristics of a Defensive & Supportive Work Climate for one year now and we're $18,000 over budget. We have to cutback on overall costs."

Certainty

Being dogmatic & needing to be right all the time

Openness

Being willing to experiment with one’s own behavior, attitudes, and ideas


Question2
Question? for one year now and we're $18,000 over budget. We have to cutback on overall costs."

What does leadership have to do

with a supportive climate?


What comes first
What Comes First? for one year now and we're $18,000 over budget. We have to cutback on overall costs."

COMMUNICATION CLIMATE

CLIMATE COMMUNICATION


Communication competencies
Communication for one year now and we're $18,000 over budget. We have to cutback on overall costs."Competencies

  • Knowledge

  • Ability

  • Skill

  • Attitude

    Effective communication is crucial to a supportive workplace climate


Adaptive leadership situational leadership hersey blanchard
Adaptive Leadership (Situational Leadership-Hersey & Blanchard)

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.


Adaptive leadership styles
Adaptive Leadership Styles Blanchard)

  • Director

  • Coach

  • Facilitator

  • Delegator


Follower readiness competence ability commitment effort
Follower Readiness Blanchard)(competence/ability & commitment/effort)

  • Readiness level 1-follower lacks skills and willingness

  • Readiness level 2-follower lacks skills but is willing

  • Readiness level 3-follower is skilled but lacks willingness

  • Readiness level 4-follower is skilled and willing


Adaptive leadership styles1
Adaptive Leadership Styles Blanchard)

The Director….

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.


Adaptive leadership styles2
Adaptive Leadership Styles Blanchard)

The Coach…..

Tells people what to do, when to do it, and how to do it; however, provides individuals with plenty of encouragement and support.


Adaptive leadership styles3
Adaptive Leadership Styles Blanchard)

The Facilitator…

Includes employee in decision making process, seek their input, and listens to their thoughts and ideas. Not too directive.


Adaptive leadership styles4
Adaptive Leadership Styles Blanchard)

The Delegator…

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.


Case study
Case Study Blanchard)


The practice of leadership
The Practice of Leadership Blanchard)

  • Exercising appropriate social influence.

  • “The process by which people successfully persuade others to follow their advice, suggestion, or order (Keys and Case).”

  • What motivates you? The carrot or the stick?


The practice of leadership1
The Practice of Leadership Blanchard)

  • Facilitate participative decision making when appropriate.

  • Make sense of information.

  • Work/life balance (stress).

  • Manage conflict (Crucial Conversations)

  • Life long learning and development.

  • Performance appraisals.

  • Build relational rapport.


The practice of leadership2
The Practice of Leadership Blanchard)

  • Providing constructive feedback.

  • Feedback dimensions

    • Valence (positive or negative)

    • Timeliness (how quickly feedback is given)

    • Specificity (level of detail contained)

    • Frequency (# of times feedback is given)

    • Sensitivity


The practice of leadership3
The Practice of Leadership Blanchard)

  • Goal setting.

  • Goal specificity

  • Goal difficulty

  • Participating in goal setting

  • Participation provides significant rewards such as increased employee satisfaction, and greater role clarity


Objectives1
Objectives Blanchard)

  • To better understand the role of leadership in daily organizational interactions.

  • To demonstrate leadership competency in various organizational relationships.

  • To better understand the function of communication in leadership relationships.


Contact
Contact Blanchard)

School of Communication

Illinois State University

Lance R. Lippert

(309) 438-8869

[email protected]


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