Final Hbo Report g4 Communication and Leadership

COMMUNICATION

AND LEADERSHIP

COMMUNICATION

“Constantly talking is not necessarily communication”

DEFINITION OF COMMUNICATION

• The imparting/exchange of information or news• Two-way process of reaching MUTUAL

understanding, in which participants not only exchange information, news, ideas and feelings but also create and share meaning

• It is a means of connecting people or places• The social process in which two or more parties

exchange information and share meaning.

• To achieve coordinated action• Information sharing (organizational goals,

tasks directives, results of efforts, decision making)

• Express feelings and emotions

PURPOSES OF COMMUNICATION

• Control• Motivation • Emotional Expression• Information

FUNCTION

• Communication is affected by the international environment because of language issues and coordination issues

Language – same word can mean different things in different cultures

Non-verbal communication1. Colors 2. Body language – “ok”

Coordination – international communication is closely related to issues of coordination because of time difference.

COMMUNICATION ACROSS CULTURES

Considerations that affect the choice of method:

1. Audience ( whether it is physically present)2. Nature of the message ( urgency or secrecy)3. Costs of transmission

METHODS OF COMMUNICATION


1. Written2. Oral3. Non-verbal


ENVIRONMENTAL ELEMENTS

• Buildings, office space and furniture can convey messages

• Office arrangements convey status, power, and prestige and create an atmosphere for doing business

METHODS OF COMMUNICATIONCOMMUNICATION CHANNEL

COMMUNICATION PROCESSCOMMUNICATION PROCESS

New technologies (“office of the future”)• Computerize information processing systems• Telecommunication systems (fax, telephone,

computer)• Internet• Organizational intranets and extranets• Wireless devices (smart phones and Wi-fi

spots)

DIGITAL INFORMATION PROCESSING AND TELECOMMUNICATIONS

COMMUNICATION NETWORKS

• Small-group networks – Wheel network– Chain network– Circle network– All-channel network– Communication networks

COMMUNICATION NETWORK

• Organizational Communication Networks– Organization chart• Downward communication – provides directions• Upward communication – provides feedback to top

management• Horizontally or crosses traditional reporting lines –

usually related to task performance – often travel faster than vertical communication because it

need not follow organizational protocols and procedures

ORGANIZATION CHARTORGANIZATION CHART

ACTUAL COMMUNICATION PATTERNSACTUAL COMMUNICATION PATTERN

ACTUAL COMMUNICATION PATTERNSBARRIERS TO

EFFECTIVE COMMUNICATION

• Filtering• Selective Perception• Information Overload• Emotions• Language• Silence• Communication Apprehension• Lying• Cultural

MANAGING COMMUNICATION

• Communication Infidelity – the degree of correspondence between the message intended by the source and the message understood by the receiver.

MANAGING COMMUNICATION

IMPROVING THE COMMUNICATION PROCESS

• Understand potential problems.• Semantics – is the study of language forms• Jargon – is the specialized or technical

language of a trade, profession, or social group

IMPROVING COMMUNICATION PROCESS

IMPROVING THE COMMUNICATION PROCESS

IMPROVING COMMUNICATION PROCESS

IMPROVING ORGANIZATIONAL FACTORS IN COMMUNICATION

• Reduce NoiseGrapevine – is an informal system of communication

that coexists with the formal system; this usually transmits information faster than official channels do.

• Status differences Informal communication – fosters mutual trust,

which minimizes the effects of status differences and diverse groups; this also allows information to be communicated when it is needed rather than when the formal information system allows it to emerge.



• Time pressures and overload Develop a balanced information network – do not

generate more information than people can handle; information production, storage, and processing capabilities must be compatible with one another and, equally important, with the needs of the organization

Dashboard – can be used to convey essential information in a logical and condensed manner.


LEADERSHIP

“People buy into the Leader first before they buy into the vision.”

DEFINITION

• As a process, it is the use of noncoercive influence to direct and coordinate the activities of group members to meet a goal.

• As a property, it is the set of characteristics attributed to those who are perceived to use such influence successfully.

• In an organizational viewpoint, leadership is vital because it has such a powerful influence on individual and behavior.

DEFINITION

INFLUENCE

• It is a common element of both perspectives of leadership.

• It is the ability to affect the perception, beliefs, attitudes, motivation, and/or behaviors of others.

INFLUENCE

LEADERSHIP vs MANAGEMENT

• Both are related but are not the same• Being a manager does not ensure that a

person is also a leader• Organizations need both if they are effective.• Managers and leaders also play a major role in

establishing the moral climate of the organization and in determining the role ethics in its culture.

LEADERSHIP VS MANAGEMENT

LEADERSHIP vs MANAGEMENTLEADERSHIP VS MANAGEMENT

EARLY APPROACHES TO LEADERSHIP

Trait approach – focused on identifying leadership traits, developing methods for measuring them, and using the methods to select leaders. This was abandoned because of theoretical problems and others.

Behavioral Approaches – the goal is to determine what behaviors are associated with effective leadership.

EARLY APPROACHES TO LEADERSHIP

BEHAVIORAL APPROACHES TO LEADERSHIP

1. The Michigan Leadership Studies

2. The Ohio State Leadership Studies

BEHAVIORAL APPROACHES TO LEADERSHIP

MICHIGAN LEADERSHIP STUDIES

• a program of research conducted at the University of Michigan– The goal of this was to determine the pattern of

leadership behaviors that results in effective group performance.

– 2 basic forms of leader behavior: Job-centered and employee centered



1. Job-centered leader behavior – pays close attention to the work of subordinates, explains work procedures, and is mainly interested in performance

2. Employee-centered leader behavior – attempts to build effective work groups with high performance, but that is to be achieved by paying attention to the human aspects of the group.


OHIO STATE LEADERSHIP STUDIES

Consideration Behavior – leader is concerned with the subordinate’s feelings and respects subordinates’ ideas

- the leader-subordinate relationship is characterized by mutual trust, respect, and two-way communication.



Initiating-structure behavior – the leader clearly defines the leader-subordinate roles so that subordinated know what is expected of them.

- the leader also establishes channels of communication and determines the methods for accomplishing the group’s task



Leadership Grid– “Manager grid”; provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior using organizational development techniques.


LEADERSHIP GRID

SITUATIONAL LEADERSHIP MODELS

• Assumes that appropriate leader behavior varies from one situation to another.

• The goal is to identify key situational factors and to specify how they interact to determine appropriate leader behavior.



1. LPC Theory of Leadership2. The Path-goal Theory of Leadership3. Vroom’s Decision Tree Approach to

Leadership


• Manager makes the decision alone or employees make the decision with minimal guidance from the leader.

• Each point on the continuum is influenced by characteristics of the manager, subordinates, and the situation.

• Managerial characteristics – value system, confidence in subordinates, personal inclinations, and feeling of security

TANNERBAUM AND SCHMIDT’S LEADERSHIP CONTINUUM


• Subordinate characteristics – need for independence, readiness to assume responsibility, tolerance for ambiguity, interest in the problem, understanding of goals, knowledge, experience, and expectations.

• Situational characteristics – type of organization, group effectiveness, the problem itself, and time pressures


LPC THEORY OF LEADERSHIP

• “least preferred coworker” or originally “contingency theory of leadership”

• Suggests that a leader’s effectiveness depends on the situation.

• Task motivation – closely parallel’s job-centered and initiating and initiating-structure behavior

• Relationship motivation – similar to employee-centered and consideration leader behavior



• The respondents are asked to think of all the persons with whom they have worked and to then select their least-preferred coworker.

• Respondents then describe this coworker by marking a series of 16 scales anchored at each end by a positive or negative quality or attribute.


• Leader-member relations – trust, respect, and confidence

• Task structure • Leader position power – the power inherent in

the leader’s role itself

FACTORS AFFECTING FAVORABLENESS OF THE SITUATION

LPC THEORY OF LEADERSHIPLPC THEORY OF LEADERSHIP

PATH-GOAL THEORY OF LEADERSHIP

• Suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals)

• a leader may behave in different ways in different situations

PATH-GOAL THEORY OF LEADERSHIP

PATH-GOAL THEORY OF LEADERSHIP PATH-GOAL THEORY OF LEADERSHIP

VROOM’S DECISION TREE APPROACH TO LEADERSHIP

• Attempts to prescribe how much participation subordinated should be allowed in making decision.

• Also assumes that the same leader may display different leadership styles.

DECISION TREE APPROACH

CONTEMPORARY SITUATIONAL THEORIES

1. The Leader-Member Exchange Model2. The Hershey and Blanchard Model3. Refinements and Revisions of other theories

CONTEMPORARY SITUATIONAL

LEADERSHIP-MEMBER EXCHANGE MODEL (LMX)

• Stresses the importance of variable relationships between supervisors and each of their subordinates.

• In-group – often receives a special duties requiring more responsibility and autonomy; they may also receive special privileges, such as discretion about work schedules; – They usually tend to have a higher level of

performance and satisfaction

LMX MODEL

• Out-group – subordinates who are not part of in-group; they receive less of the supervisor’s time and attention; likely to be assigned the more mundane tasks the group must perform and not be “in the loop” when information is being shared.

HERSHEY AND BLANCHARD MODEL

• Based on the premise that appropriate leader behavior depends on the “readiness” of the leader’s followers.

• “readiness”- subordinates degree of motivation, competence, experience, and interest in accepting responsibility

HERSHEY AND BLANCHARD

LEADERSHIP THROUGH THE EYES OF FOLLOWERS

1. Transformational LeadershipSet of abilities that allows the leader to recognize the

need for change, to create a vision to guide that change, and to execute change effectively.

2. Charismatic Leadership is a form of interpersonal attraction that inspires

support and acceptance. Charismatic leadership is a type of influence based on the leader’s personal charisma

LEADERSHIP THROUGH THE EYES OF FOLLOWERS

CHARISMATIC LEADERHIP

ATTRIBUTIONS OF LEADERSHIP

• It holds that when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors.

ATTRIBUTIONS OF LEADERSHIP

LEADERSHIP SUBSTITUTES

Leadership substitutes -are individual, task, and organizational characteristics that tend to outweigh the leader’s ability to affect subordinates’ satisfaction and performance.Leadership Neutralizers - are factors that render ineffective a leader’s attempts to engage in various leadership behaviors.

LEADERSHIP SUBSTITUTES AND NEUTRALIZERS

THE CHANGING NATURE OF LEADERSHIP

• Leaders as Coaches • Gender and Leadership• Cross-cultural Leadership• International Leadership and Project GLOBE– 6 leader behaviors identified by GLOBE across a

variety of cultures

CHANGING NATURE OF LEADERSHIP

6 LEADER BEHAVIORS ACROSS CULTURES

1. Charismatic/ Value-based leadership – the ability to inspire, to motivate and to promote high performance

• Visionary, self-sacrificing, trustworthy, decisive and performance oriented

2. Team-oriented leadership – creating a sense of common purpose

• Collaborative, diplomatic, administratively competent

LEADER BEHAVIOURS ACROSS CULTURE

3. Participative leadership – involve others in making decision

• Participative and nonautocratic4. Humane-oriented leadership

• supportive, considerate, compassionate, and generous; displaying modesty and sensitivity

5. Autonomous leadership – being independent and individualist

• Autonomous and unique6. Self-protective leadership – behaviors intending to ensure the safety and security of the leader and the group

• self-centered, status conscious, conflict inducing, and face saving

EMERGING ISSUES IN LEADERSHIP

• Strategic Leadership – the capability to understand the complexities of both the organization and its environment and to lead change in the organization so as to achieve and maintain a superior alignment between the organization and its environment

LEADERSHIP : EMERGING ISSUES

EMERGING ISSUES IN LEADERSHIP

• Ethical leadership – high standard of ethical conduct are being held up as a prerequisite for effective leadership

• Virtual leadership – both leaders and their employees may work in locations that are far from one another; Use of telecommunication from a home office.

LEADERSHIP : EMERGING ISSUES

EUNICE TAN

ThankYou!

EUGENE DACANAY

ANGELCHUA

Final Hbo Report g4 Communication and Leadership

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