1. Leadership and Communication

2. “The single biggest problem in communication is the illusion it has taken place.” “The single biggest problem in communication is the illusion it has taken place.” George Bernard Shaw George Bernard Shaw

3. Communication A process by which information and understanding are transferred between a sender and a receiver

4. A Basic Model of the Communication Process (Daft) Leader encodes message Receiver decodes message Channel Return message encoded and sent Feedback Loop Potential noise and distortion

5. 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

6. Verbal Communication Types: Types: –Meetings –Counseling sessions –Performance Reveiws –Voice Messages –Speeches –Presentations –Telephonically

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

8. 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

9. Open Communication Asking questions Asking questions –Leader-centered –Follower-centered Listening Listening –Engaged listening

10. 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

11. Communication Champion Establish credibility Establish credibility Build goals on common ground Build goals on common ground Make your position compelling to others Make your position compelling to others Connect emotionally Connect emotionally

12. Communication Apprehension An individual’s level of fear or anxiety associated with either real or anticipated communication with another person or persons. An individual’s level of fear or anxiety associated with either real or anticipated communication with another person or persons.

13. A Continuum of Channel Richness Low channel richness High channel richness Disadvantages Impersonal One-way Slow feedback Advantages Provides record Premeditated Easily disseminated Advantages Personal Two-way Fast feedback Disadvantages No record Spontaneous Dissemination hard Formal report Memos, letters Electronic mail, IM, Web, intranet Face-to- face verbal Telephone

14. Informal Communication Leaders are watched (nonverbal communication) Leaders are watched (nonverbal communication) –Appearance –Behavior –Actions –Attitudes Selection of communication channel Selection of communication channel Management by Walking Around Management by Walking Around

15. 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

16. 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

17. “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

18. References Richard Daft, The Leadership Experience, (Mason, OH: Thomson South-Western, 2008) 258-288. Richard Daft, The Leadership Experience, (Mason, OH: Thomson South-Western, 2008) 258-288. Michael Z. Hackman and Craig E. Johnson, Leadership: A Communicative Perspective, (Long Grove, IL: Waveland Press Inc, 2004) 1-35. Michael Z. Hackman and Craig E. Johnson, Leadership: A Communicative Perspective, (Long Grove, IL: Waveland Press Inc, 2004) 1-35.