Hackman, M. Z., & Johnson, C. E. (2013). Leadership: A communication perspective. Waveland Press.
Chapter 1: Leadership and Communication
Chapter 2: Leadership and Followership Communication Styles
Judging the Relevance and worth of ideas part 2.pptx
Leadership: A communication perspective (Part I)
1. Hackman, M. Z., & Johnson, C. E. (2013). Leadership: A communication
perspective. Waveland Press.
LEADERSHIP:
A COMMUNICATION
PERSPECTIVE
CHAPTER 1: LEADERSHIP &
COMMUNICATION
CHAPTER 2: LEADERSHIP AND
FOLLOWERSHIP COMMUNICATION STYLES
4. Defining Leadership:
At the Core of Human Experience
Leadership is all around us
Integral part of human life – linked to what it means
to be human
Ability to manipulate symbols
Where society exists, leadership exists
More than academic, leadership is practical
Distinct Patterns of leadership
Success often varies significantly
5. The Nature of the Human
Communication
Frank Dance – Symbols are abstract, arbitrary
representations of reality agreed upon by human
users
Meaning is created through communication, which
is based on the transfer of symbols
Symbolic communication is purposive and goal
driven
Human leadership v. Animal leadership
6.
7. The Human Communication
Process
Dean Barnlund – 5 principles of human
communication
1. Communication is not a thing, it is a process
2. Communication is not linear, it is circular
3. Communication is complex
4. Communication is irreversible
5. Communication involves the total personality
8. Leadership: A Special Form of
Human Communication
Joseph Rost – 221 definition
between 1900-1990
Leadership is about who you
are
Leadership is about how you
act
Leadership is about what you
do
9. Leaders vs. Managers
Leading ≠ Managing
Creating an Agenda
Developing a Human Network for Achieving the
Agenda
Executing the Agenda
Managing produces orderly results while
Leadership often leads to useful changes
10. The Question of “Bad”
Leadership
Leaders should be ethical and serve the common
good
Bad leadership is ineffective and/or unethical
Destructive leadership – Dark side of human nature
Selfishness – Self-centeredness
Narcissistic
Machiavellianism
Cognitive Errors
11. “Bad” Leadership…
Incompetent
No desire or skill or
both
Rigid
Unyielding
Intemperate
Lack of self-control
Callous
Uncaring and/or
Corrupt
Lie, cheat, and/or
steal
Insular
Minimize or
disregard the
welfare of others
outside the group
Evil
Physical/Psychologi
12. Destructive Leadership
Behaviors
Ståle Einarsen – Alternative typology derived from the
organizational context
1. Constructive – Supports both the organization and
subordinates
2. Tyrannical – Serves organizational goals at the expense of
followers
3. Derailed – Works against both the organization and
subordinates
4. Supportive-disloyal – Profollower but antiorganization
5. Laissez-faire – Passive behavior that undermines the
13. The Leader/Follower
Relationship
Leaders and followers work collaboratively
We generally pay more attention to leaders
Shifting the spotlight to Followership
Followers play an increasingly important role in the modern
world
Leadership duties can be widely distributed
Shared leadership – Several different forms
Leaders and Followers – Relational Partners who play
complementary roles
Learn to lead by following and learn to follow by leading
14. Leadership from a
Communication Perspective
Leadership is a communication-based activity
The higher the level of leadership, the higher the demand for
communication competence
Willingness to communicate with others
Willingness to develop effective communication skills
Increased communication activity leads to:
Positive outcomes – Society that values individualism and
assertiveness
Negative outcomes – Emphasis on the needs of the group as
whole
When we communicate, we practice our skills and increase
15. Storytelling as
Leadership Michael Harvey
“Leaders frame stories and events to help [followers] understand
the world, themselves, and other groups, as well as to identify or
solve problems”
Stephen Denning
“Leadership is an “interactive” endeavor largely shaped by
narrative”
Abstract Reasoning and Analysis are supplemented by
Storytelling
Informal and Formal Contexts – Connect with others
16. Denning 8 General Categories of
Stories
1. Sparking Action
2. Communicating Who You Are
3. Communicating the Brand
4. Transmitting Values
5. Fostering Collaboration
6. Taming the Grapevine
7. Sharing Knowledge
8. Leading People into the Future
17. Emotional Communication
Competencies
Multilevel Model of Emotion in Organizations (MMEO)
Neal Ashkanasy and Peter Jordan – Effective leaders are
also skilled at sharing and responding to emotions at the five
levels of the organization:
1. Level 1 is within the Person
2. Level 2 is between Persons
3. Level 3 is the Interpersonal Level
4. Level 4 describes the Group
5. Level 5 is the Organizational Level
18. Logic and Emotion: Essential to
Leadership
Skillfully blending feeling and thinking requires:
1. Perception, appraisal, and expression of emotion
2. Attending to the emotions of others
3. Emotional facilitation of thinking
4. Understanding and analyzing emotional information
and employing emotional knowledge
5. Regulation of emotion
19. Playing to a Packed House:
Leaders as Impression Managers
We increase our leadership competence as we
increase our communication skills
Dramaturgical Approach to human interaction
Impression Management – Creation of meaning and influence
on others to achieve goals through performances
Creates discomfort – True feelings and beliefs might be hidden
Research says the people use it to project an image congruent
with their self-concepts – Often we have no choice to play
many roles
Leaders can manipulate impressions to mislead the group
Impression management should be judged by its end products
20. Beneficial Impression
Management
1. Promotes positive interpersonal relationships and
increases cooperation with both those inside and
outside the organization
2. Accurately portrays positive persons, events, or
products to insiders and outsiders
3. Facilitates decision making, helping management
and consumers make the right choices
21. Detrimental or Dysfunctional
Impression Management
1. Blocks or underestimates relationships with those
who work with or do business with the organization
2. Incorrectly casts people, events, or products in a
negative light to insiders and outsiders
3. Distorts information that results in managers and
consumers reaching wrong conclusions and/or
decisions
22. Don’t forget to turn in your Socrative Exit Ticket!
QUESTIONS
24. The Dimensions of Leadership
Communication Style
Communication styles contribute to variation in
leader effectiveness or failure to exert influence
May reflect a philosophical belief or a strategy
Two primary models of communication:
Compares authoritarian, democratic and laissez-faire
styles
Contrasts task and interpersonal leadership
communication
25.
26. Authoritarian Leadership
Maintains strict control by directly regulating policy,
procedures and behaviors
Emphasis on role distinctions – Distance between leaders
and followers
Followers would not function effectively without direct supervision
Best suited for highly structured, or simple tasks, when a leader is
much more knowledgeable than the group, when the group is
extremely large, and when decision making time is limited
Leaders can expect high productivity; increased hostility,
aggression, and discontent; and decreased commitment,
27. Democratic Leadership
Engage in supportive communication that facilitates
interaction between leaders and followers
Encourages follower involvement and participation in the
determination of goals and procedures
Followers are capable of making informed decisions – Contributions
of others improve the overall quality of decision making
Time consuming and cumbersome with larger groups – Best suited for
tasks that require participation and involvement, creativity and
commitment to a decision
Leader can expect relatively high productivity, increased
28. Laissez-Faire Leadership
“Leave them alone” – Nonleadership
Abdication of responsibility on the part of the leader
Leaders withdraw and offer little guidance or support – innovation,
productivity, cohesiveness and satisfaction often suffers
Leader can be accused of leadership avoidance resulting in decreased
productivity and less satisfaction
Guided Freedom
Affords a high degree of autonomy and self-rule whole offering
guidance and support when asked
Effective with groups of motivated and knowledgeable
experts
29.
30. Six Generalizations
1. Laissez-faire and democratic leadership styles are
not the same
2. Although groups headed by authoritarian leaders
are often most efficient, democratic leaders also
achieve high efficiency
3. Groups with authoritarian leadership experience
more hostility and aggression than groups under
the other styles
31. Six Generalizations
4. Authoritarian-led groups may experience discontent
that is not evident on the surface
5. Followers exhibit more dependence and less
individuality under authoritarian leaders
6. Followers exhibit more commitment and
cohesiveness under democratic leaders
32. Task & Interpersonal
Leadership
Leadership boils down to two primary ingredients:
Work that needs to be done and the people who do the
work
Task-oriented communication – Concern for
production
Concerned with the successful completion of task
assignments
Interpersonal-oriented communication – Concerned
for people
33. The Michigan Leadership
Studies
Studies conducted shortly after WWII to discover
leadership practices that contributed to effective group
performance
Production-oriented – Focus on task
Emphasis on technical procedures, planning and organization
Employee-oriented – Focus on relationships
Interested in motivating and training followers, as well as in their
well-being, on and off work
One-dimensional view – Opposing sets of communicative
35. McGregor’s Theory X &
Theory Y
Late 1950s – Two basic approaches to supervision
Theory X – Average person has an inherent dislike for work
and will avoid engaging in productive activities when possible
Assumes that most people desire strict supervision to ensure
security
Task-oriented approach – Focuses on methods for getting the work
done
Theory Y – Integrate organizational and individual goals
Assumes that work is as natural as play or rest (source of
satisfaction)
People seek responsibility as an outlet for imagination and creativity
36. Blake & McCanse’s Leadership
Grid
Based on leaders’ degree of concern for production and people
1,1 Impoverished management
Does not try to actively influence others – Assigns responsibilities and
leaves
9,1 Authority Compliance
Concerned with the completion of tasks – Little concern for personal
relationships
5,5 Middle-of-the-Road Management
Concerned with both production and people – Engages in compromise
1,9 Country Club Management
More concern with interpersonal relationships than with the task
9,9 Team Management
37. Follower Communication
Style
Three systems for categorizing followers:
1. Engaged Followers
2. Exemplary Followership
3. The 4-D Followership Model
38. Engaged Followers
Continuum based on how willing followers are to
engage with their leaders and their fellow followers
Isolates – Least engaged – By not caring empower
others to decide for them
Bystanders – Observe but do not actively participate –
Allow the status quo to continue
Participants – Moderately engaged
Activists – Motivated by strong feelings about their
leader
39. Exemplary Followership
Followers differ in two dimensions:
Independent/Critical Thinking
Active Engagement
Followers fall into one of five categories:
1. Alienated followers – Highly independent
2. Conformists – Express few thoughts of their own
3. Pragmatists – Moderately independent and engaged
4. Passive followers – Little original thought and commitment
5. Exemplary followers – Highly critical thinkers and engaged
40. The 4-D Followership
Model Categorizes employees according to their degree of job
satisfaction, their productivity, and turnover
Quadrant I Disciple Followers – Focused on serving the needs of
others
Quadrant II Doer Followers – Productive “go-getters” focused on
meeting their personal needs
Quadrant III Disengaged Followers – Passive approach when
under stress – Detached and in state of inertia
Quadrant IV Disgruntled Followers – Respond actively to stress –
Vocal, aggressive, and combative
Employees are either disciples or doers and stress push them
into the disengaged or disgruntled quadrant
41. Communication Styles &
Information Processing
Three concepts are crucial to understanding the
information-processing perspective:
1. The basic building blocks of knowledge are symbols (generally
words) and categories of symbols that are stored in long-term
memory and allow us to engage in conceptual thinking
2. These symbolic bits of knowledge form interconnected networks
call schemas or schemata, which assists us in interpreting and
making sense of the world
3. Schemas must be activated in order to influence perception,
attitudes, and behavior – Only a small subset of schemas can be
activated at a given time
42. Communication Styles &
Information Processing
The impact of a leader’s style rest on how
subordinates interpret his/her actions
Leaders can’t utilize an alternative style unless they have established
a schemata for the beliefs, attitudes, and behaviors of that style
New symbolic networks can be created through training programs, books, and
videos
Leaders must make sense of their followers through categorization
Categorization extends to attributions about the causes for the followers’
behaviors
To be effective, leaders must both tailor their communication styles to
43. Information-Processing
Theory
The selection and effectiveness of leadership styles depends
on the storage and activation of symbols and symbolic network
The implications of these are:
1. Develop your knowledge and experience base
2. Acknowledging the power of categorization
3. Know your audience
4. Performance counts
5. Be flexible
6. Focus attention on the “we” not the “me”
44. Don’t forget to turn in your Socrative Exit Ticket!
QUESTIONS
Editor's Notes
Poll Title: Give one characteristic of a leader?
https://www.polleverywhere.com/free_text_polls/RY1ZlNjCtuFolbO
Poll Title: Give an example of a Leader and its Leadership Style
https://www.polleverywhere.com/free_text_polls/OJygGpsUGlts8ut
What two elements make a good follower? Engagement and Motivation
What are the three sets of skills and values that characterize exemplary followers?
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