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Leadership Theories & Practice

Leadership Theories & Practice. MGT 6772. Dr. Kimanya Ards. Definition of communication. The exchange of information between two or more people through symbols or words via face-to face or written interchange. Why do we communicate?. Physical needs Identity needs Social needs.

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Leadership Theories & Practice

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  1. Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards

  2. Definition of communication • The exchange of information between two or more people through symbols or words via face-to face or written interchange

  3. Why do we communicate? • Physical needs • Identity needs • Social needs

  4. Communication and Leadership • Two important parts of leadership communication are sending and receiving messages

  5. Planning the Message • • What is the goal of the message? • • Who should receive the message? • • Will you send the message? • • When will the message be transmitted? • • Where will the message be transmitted?

  6. Models of communication • Linear Communication Model • Interaction Communication Model • Transactional Communication Model

  7. Linear Communication Model • Developed in 1949 by engineers Claude Shannon & Warren Weaver • Assumes communication is a one-way process • Also known as the Action Model • Originally introduced as a mathematical model (Floyd, 2009; Towne, Adler, & Proctor, 2011)

  8. Components of LCM • Sender • Encodes • Message • Channel • Receiver • Decoder • Noise (Towne, Adler, & Proctor, 2011)

  9. noise noise noise MESSAGE SENDER (encodes) RECEIVER (decodes) noise noise noise

  10. Strengths & Weaknesses of lcm • Strengths • Most common in lower-level communication • Affiliated with interpersonal events • Considered framework for defining communication • Weaknesses • Not effective in measuring human communication • No consideration for practical problems • Too linear (Shannon & Weaver, 1949)

  11. Interaction Communication Model • Developed by Wilbur Schramm in 1954 • Every action has a reaction • Backchannel style of communication (Floyd, 2009)

  12. Components of ICN • Same components as Linear Model • Additional elements • Communication is a two-way process • Adds feedback and context (Floyd, 2009)

  13. C O N T E X T noise noise noise MESSAGE SENDER (encodes) RECEIVER (decodes) FEEDBACK noise noise noise

  14. Strengths & Weaknesses of ICM • Strengths • Includes feedback • Includes context • Includes culture • Weakness • Only includes communication between two people (Schramm, 1954)

  15. Transactional Communication Model • Developed by Barnlund in 1970 • Humanized view of how we communicate • Environment

  16. C O N T E X T noise noise noise COMMUNICATOR COMMUNICATOR MESSAGE SENDER (encodes) RECEIVER (decodes) FEEDBACK noise noise noise

  17. Strengths & Weakness of TCM • Strengths • Suggests dialogue can occur with more than two people • More humanized • Suggests continuous communication • Weakness • Suggests communication and meaning are the same

  18. The Oral Message‐Sending Process • Develop rapport • State your communication objective • Transmit your message • Check the receiver’s understanding • Get a commitment and follow‐up Test Question

  19. Written Communicationand Writing Tips • Lack of organization • Edit your work • Write to communicate, not to impress

  20. Feedback • The process of verifying messages • Forms of feedback – Questioning – Paraphrasing – Allowing comments and suggestions

  21. How to Handle Feedback • View it as an opportunity to improve • Stay calm • Do not get defensive • Do not blame others • Do not criticize

  22. 360‐Degree Multirater Feedback • • Is based on receiving performance • evaluations from many people • – Managers • – Peers • – Subordinates • – People from outside the organization

  23. Enhancing Communication Skills • Develop better questioning skills • Establish clear expectations to increase productivity • Be intentional in your choice of words • Enhance your skills in providing positive and constructive feedback • Enhance conflict management skills • Become an active listener

  24. How do you define conflict? • A situation in which two or more people have not yet found a way to resolve a dispute, disagreement, or argument

  25. Ways we handle conflict • Avoiding • Accommodating • Competing • Compromising • Collaborating Test Question

  26. Ways we handle conflict (cont…) • Avoiding • Ignoring the conflict • Lose-lose situation • Physical • Conversational

  27. Ways we handle conflict (cont…) • Accommodating • The act of giving in to one's needs while ignoring your own • Lose-win situation • Low concern for self • High concern for other party

  28. Ways we handle conflict (cont…) • Competing • Win-lose • High concern for personal needs • Low concern for other party • Friendly competition

  29. Ways we handle conflict (cont…) • Compromise • Both parties give up something to receive something • Partial lose-lose • Goals are not worth disruption

  30. Ways we handle conflict (cont…) • Collaborating • Working towards a solution that will satisfy both parties • High concern for self • High concern for other party • Win-win

  31. Dysfunctional Conflictvs. Functional Conflict • Dysfunctional conflict • conflict prevents the achievement of organizational objectives • Functional conflict • when disagreement and opposition supports the achievement of organizational objectives

  32. Effective ways to handle conflict • Identify your problem • Make a date • Describe feelings • Be considerate • Negotiate • Maintain

  33. Negotiation • Process in which two or more parties are in conflict working to reach an agreement

  34. Negotiating(cont…) • Negotiation is often a zero‐sum game; one • party’s gain is the other party’s loss • • Sell your ideas to convince the other party to • give you what you want • • Try to work toward a win‐win result • • All parties should believe they got a good • deal

  35. Psychological factors of conflict • Criticism • Contempt • Defensiveness • Stonewalling

  36. Psychological factors (cont…) • Criticism • The act of engaging in complaints about your partner • Gunnysacking • Bringing up several old occurrences without addressing issues at the time of occurrences happened (Floyd, 2009)

  37. Psychological factors of conflict • Contempt • The act of insulting one another and attacking partner’s self-worth • Sarcasm • Using nonverbal cues to show low opinion of partner (Floyd, 2009)

  38. Psychological factors of conflict • Defensiveness • Stonewalling • The act of withdrawing from a conversation • Shutting down (Floyd, 2009)

  39. Crisis Leadership • Crisis – Is a low‐probability, high‐impact event that threatens the viability of the organization

  40. Crisis Leadership (cont.) • Strategic crisis leadership requires three things: – Using environmental monitoring techniques to identify events that could trigger crises in the future – Integrating crisis management into the strategic management process – Establishing a culture that embraces crisis awareness and preparation as a way of life

  41. Crisis Leadership (cont.) • Crises come in many forms – Natural disasters – Terrorist attacks – Product failures – Human error disasters – Unexpected death of key individual(s) – System failures

  42. Crisis Management Plan • An effective crisis management plan is one that is: – Comprehensive, with clear leadership, team, and individual assignments in the form of roles and responsibilities – Upgraded frequently and supported by training and periodic drill sessions – Coordinated and controlled across levels and units of the organization

  43. Pre‐Crisis Planning • A pre‐crisis plan is the best way to mitigate the negative consequences of any crisis • Entails three components – Appointing a crisis leader – Creating a crisis response team – Assessing risk

  44. Pre‐Crisis Planning (cont.) • Crisis response team – Should involve a good mix of the representatives from all sectors of the organization – Diversity in the makeup of the crisis management team is emphasized – Members must be calm, self‐confident, assertive, and dependable during a crisis – Leaders must develop comprehensive training programs for crisis response

  45. Guidelines for EffectiveCrisis Communication • • It is generally believed that the first 24 hours • of a crisis are crucial because of the media’s • need to know what happened so they can • tell their audiences • • There is an information vacuum that, if left • unfilled by the organization(s) involved, will • be filled for them by others • • Telling the truth up front is the simplest and • most effective way of defusing public • hostility

  46. Assignments • Test questions are due • Presentations for week 7 assignment is due

  47. Got questions

  48. References Barnlund, D. C. (1968). Interpersonal Communication: Survey and Studies. Boston: Houghton Mifflin. Floyd, K. (2009). Interpersonal communication: The whole story. Boston: McGraw Hill. Schramm, W. (1954). How communication works. The Process and Effects of Communication, ed. Urbana: University of Illinois Press. Shannon, C., & Weaver, W. (1949). The Mathematical Theory of Communication. Urbana: University of Illinois Press. Towne, N., Adler, R., & Proctor, R. (2011). Looking out looking in (13th ed.). Cengage Learning.

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