1. Leadership and Communication Chapter 1

2. “A platoon leader doesn’t get his platoon to go by getting up and shouting and saying “I am smarter. I am bigger. I am stronger. I am the leader.” He gets men to go along with him because they want to do it for him and they believe in him. “A platoon leader doesn’t get his platoon to go by getting up and shouting and saying “I am smarter. I am bigger. I am stronger. I am the leader.” He gets men to go along with him because they want to do it for him and they believe in him. Dwight D. Eisenhower Dwight D. Eisenhower

3. Leadership: At the Core of Human Experience All around us All around us Integral part of life Integral part of life Does leadership have an impact on organizations? Does leadership have an impact on organizations?

4. " Quantas Problem Solving" After every flight, Qantas' pilots fill out a form, called a "gripe sheet" which tells mechanics about problems with the aircraft. The mechanics correct the problems, document their repairs on the form, & then pilots review the gripe sheets before the next flight. Never let it be said that ground crews lack a sense of humor. Here are some actual maintenance complaints submitted by Qantas' pilots & the solutions recorded by maintenance engineers. (P= The problem logged by the pilot.) (S= The solution and action taken by mechanics.)

5. P: Left inside main tire almost needs replacement. P: Left inside main tire almost needs replacement. S: Almost replaced left inside main tire. S: Almost replaced left inside main tire. P: Test flight OK, except autoland very rough. P: Test flight OK, except autoland very rough. S: Autoland not installed on this aircraft. S: Autoland not installed on this aircraft. P: Something loose in cockpit. P: Something loose in cockpit. S: Something tightened in cockpit. S: Something tightened in cockpit. P: Dead bugs on windshield. P: Dead bugs on windshield. S: Live bugs on backorder. S: Live bugs on backorder. P: Autopilot in altitudehold mode produces a 200 feet per minute descent. P: Autopilot in altitudehold mode produces a 200 feet per minute descent. S: Cannot reproduce problem on ground. S: Cannot reproduce problem on ground. P: Evidence of leak on right main landing gear. P: Evidence of leak on right main landing gear. S: Evidence removed. S: Evidence removed. P: DME volume unbelievably loud. P: DME volume unbelievably loud. S: DME volume set to more believable level. S: DME volume set to more believable level. P: Friction locks cause throttle levers to stick. P: Friction locks cause throttle levers to stick. S: That's what they're for. S: That's what they're for.

6. P: IFF inoperative. P: IFF inoperative. S: IFF always inoperative in OFF mode. S: IFF always inoperative in OFF mode. P: Suspected crack in windshield. P: Suspected crack in windshield. S: Suspect you're right. S: Suspect you're right. P: Number 3 engine missing. P: Number 3 engine missing. S: Engine found on right wing after brief search. S: Engine found on right wing after brief search. P: Aircraft handles funny. P: Aircraft handles funny. S: Aircraft warned to straighten up, fly right, & be serious. S: Aircraft warned to straighten up, fly right, & be serious. P: Target radar hums. P: Target radar hums. S: Reprogrammed target radar with lyrics. S: Reprogrammed target radar with lyrics. P: Noise coming from under instrument panel. Sounds like a midget pounding on something with a hammer. P: Noise coming from under instrument panel. Sounds like a midget pounding on something with a hammer. S: Took hammer away from midget. S: Took hammer away from midget.

7. Dean Barnlund’s Five Principles of Human Communications Is not a thing, it is a process Is not a thing, it is a process Is not linear, it is circular Is not linear, it is circular Is complex Is complex Is irreversible Is irreversible Involves the whole personality Involves the whole personality

8. Factors Impacting Understanding of Message Cultural diversity Cultural diversity Status differences (power) Status differences (power) Gender Gender Previous experiences Previous experiences Level of interest Level of interest Speaking or writing abilities Speaking or writing abilities

9. Models of Communication Action Model: Sender to Receiver Action Model: Sender to Receiver Interaction Model: Receiver gives feedback to Sender Interaction Model: Receiver gives feedback to Sender Transactional Model: Both Sender and Receiver are in simultaneous communication Transactional Model: Both Sender and Receiver are in simultaneous communication

10. Common Themes to Leadership Definitions Exercise of influence Exercise of influence Group Context Group Context Collaboration Collaboration

11. Themes to Leadership Definitions Exercise of influence Exercise of influence Hersey-any attempt to influence the behavior of another group Hersey-any attempt to influence the behavior of another group Bass-an effort to influence others is attempted leadership. Successful leadership occurs when there is actual change. Bass-an effort to influence others is attempted leadership. Successful leadership occurs when there is actual change. Alvesson-culture-influencing activity Alvesson-culture-influencing activity

12. Group Context Group Context The behavior of an individual when he/she is involved in directing group activities The behavior of an individual when he/she is involved in directing group activities The process (act) of influencing the activities of an organized group toward goal setting an goal achievement The process (act) of influencing the activities of an organized group toward goal setting an goal achievement Themes to Leadership Definitions

13. Collaboration Collaboration Rost-Leadership is an influence relationship among leaders and their collaborators who intend changes that reflect their mutual purposes Rost-Leadership is an influence relationship among leaders and their collaborators who intend changes that reflect their mutual purposes Hackman and Johnson-Leadership is human (symbolic) communication, which modifies attitudes and behaviors of others in order to meet shared group goals and needs Hackman and Johnson-Leadership is human (symbolic) communication, which modifies attitudes and behaviors of others in order to meet shared group goals and needs

14. Leaders vs. Manager Innovators Innovators Change Change Focus-ultimate direction of group Focus-ultimate direction of group Effectiveness Effectiveness Inspiring Inspiring Stability Stability Problem solvers Problem solvers Focus-Maintaining status quo Focus-Maintaining status quo Efficiency Efficiency Motivating Motivating

15. The Leader/Follower Relationship We learn when we are in a follower position We learn when we are in a follower position Can be both a leader and a follower Can be both a leader and a follower Give credit to followers Give credit to followers Listen to followers Listen to followers Is this an obsolete word? Is this an obsolete word?

16. Willingness to Communicate High WTCs are viewed as more credible and attractive High WTCs are viewed as more credible and attractive People who speak frequently in small groups are more likely to hold leadership positions People who speak frequently in small groups are more likely to hold leadership positions Talkative people are more likely to be hired and promoted Talkative people are more likely to be hired and promoted High WTCs are rated as more socially and sexually attractive by other members of the opposite sex High WTCs are rated as more socially and sexually attractive by other members of the opposite sex High WTCs are more open to change and enjoy tasks that require thought High WTCs are more open to change and enjoy tasks that require thought

17. Functional Communication Skills According to Frank Dance and Carl Larson: Symbolic communication links humans to other humans and to the physical environment Symbolic communication links humans to other humans and to the physical environment Symbol usage develops higher mental processes Symbol usage develops higher mental processes Human communication allows for the regulation of our own behavior as well as the behavior of others Human communication allows for the regulation of our own behavior as well as the behavior of others

18. Necessary to Influence Others Build and use power bases effectively Build and use power bases effectively Empower followers Empower followers Develop perceptions of credibility Develop perceptions of credibility Make effective use of verbal and nonverbal cues Make effective use of verbal and nonverbal cues Resist inappropriate or unethical influence Resist inappropriate or unethical influence Communicate positive expectations for others. Communicate positive expectations for others. Foster creativity and manage change Foster creativity and manage change

19. Necessary to Influence Others Gain compliance Gain compliance Develop argumentative competence Develop argumentative competence Negotiate productive solutions Negotiate productive solutions Adapt to cultural differences Adapt to cultural differences Shape public opinion Shape public opinion Organize and deliver effective presentations Organize and deliver effective presentations Engage in self-leadership Engage in self-leadership Challenge and correct faulty personal assumptions Challenge and correct faulty personal assumptions

20. Psychologist Daniel Goleman Emotional Intelligence Emotional Intelligence “the ability to recognize, control, and express emotions.” “the ability to recognize, control, and express emotions.” Resonance Resonance “creating a positive emotional climate to bring out the best in leaders and followers.” “creating a positive emotional climate to bring out the best in leaders and followers.”

21. Combining Emotions and Cognition Perception, appraisal, and expression of emotion Perception, appraisal, and expression of emotion Attending to the emotion of others Attending to the emotion of others Emotional facilitation of thinking Emotional facilitation of thinking Understanding and analyzing emotional information and employing emotional knowledge Understanding and analyzing emotional information and employing emotional knowledge Regulation of emotion Regulation of emotion

22. Impression Management First Date First Date Interview Process Interview Process Honeymoon Honeymoon Prototypes Prototypes

23. Shaping Impressions Establish friendly relations with followers early Establish friendly relations with followers early What prototypes does the group have of the leader What prototypes does the group have of the leader Increase power by knowledge Increase power by knowledge Ensure you are viewed as contributing to the group’s success Ensure you are viewed as contributing to the group’s success