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Limiting the Risk of Leadership Communication

Limiting the Risk of Leadership Communication

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Limiting the Risk of Leadership Communication

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  1. Limiting the Risk of Leadership Communication Presenter:Lance R. Lippert

  2. 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.

  3. 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

  4. 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)

  5. 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).

  6. Can We Define Leadership? Let’s ask some other experts! • Santa • Colin Powell • Desmond Tutu

  7. 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

  8. 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)

  9. 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

  10. 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

  11. 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

  12. LBDQSelf Assessment

  13. 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

  14. 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.

  15. BM Leadership GridSelf Assessment

  16. Effective Leadership Communication Minimizes the Risk of Miscommunication! • Clarify communication • Check perception • Monitor your attitude • Relationship building

  17. Clarify Communication • IPC=the exchange of verbal & nonverbal messages between individuals to gain an understanding. • Competency=KASA • Consider • Audience • Channel • Active listening

  18. Miscommunication Example

  19. Check Perception • 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.

  20. How Do You See the World? • 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?

  21. How Do You See the World? • 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?

  22. How Do You See the World? • 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?

  23. How Do You See the World? • 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?

  24. How Do You See the World? • 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.

  25. Monitor Your Attitude • 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!

  26. Relationship Building • 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

  27. 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.

  28. 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.

  29. 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.

  30. 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.

  31. 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.

  32. 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."

  33. So they laid off the night watchman!

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

  35. Climate Affects • Attitude • Morale • Satisfaction • Dedication • Effort • Productivity

  36. Did You Know…. • 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.

  37. What Creates Climate? • Leadership • Relationships • Communication • Trust • Credibility • Participation