![Page 1: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/1.jpg)
Leadership Theories & Practice
MGT 6772
Dr. Kimanya Ards
![Page 2: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/2.jpg)
Definition of communication
• The exchange of information between two or more people through symbols or words via face-to face or written interchange
![Page 3: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/3.jpg)
Why do we communicate?
• Physical needs• Identity needs• Social needs
![Page 4: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/4.jpg)
Communication and Leadership
• Two important parts of leadershipcommunication are sending and receivingmessages
![Page 5: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/5.jpg)
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?
![Page 6: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/6.jpg)
Models of communication
• Linear Communication Model• Interaction Communication Model• Transactional Communication Model
![Page 7: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/7.jpg)
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)
![Page 8: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/8.jpg)
Components of LCM
• Sender• Encodes • Message • Channel• Receiver• Decoder• Noise
(Towne, Adler, & Proctor, 2011)
![Page 9: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/9.jpg)
SENDER (encodes)
RECEIVER (decodes)MESSAGE
noise nois
enois
e
noise
noise
noise
![Page 10: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/10.jpg)
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)
![Page 11: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/11.jpg)
Interaction Communication Model
• Developed by Wilbur Schramm in 1954• Every action has a reaction• Backchannel style of communication
(Floyd, 2009)
![Page 12: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/12.jpg)
Components of ICN
• Same components as Linear Model• Additional elements– Communication is a two-way process– Adds feedback and context
(Floyd, 2009)
![Page 13: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/13.jpg)
SENDER (encodes)
RECEIVER (decodes)MESSAGE
noise nois
enois
e
noise
noise
noise
CONTEXT
FEEDBACK
![Page 14: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/14.jpg)
Strengths & Weaknesses of ICM
• Strengths– Includes feedback– Includes context– Includes culture
• Weakness– Only includes
communication between two people
(Schramm, 1954)
![Page 15: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/15.jpg)
Transactional Communication Model
Developed by Barnlund in 1970 Humanized view of how we communicate Environment
![Page 16: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/16.jpg)
MESSAGE
noise nois
enois
e
noise
noise
noise
CONTEXT
FEEDBACK
COMMUNICATOR COMMUNICATOR
SENDER (encodes)
RECEIVER (decodes)
![Page 17: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/17.jpg)
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
![Page 18: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/18.jpg)
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
![Page 19: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/19.jpg)
Written Communicationand Writing Tips
• Lack of organization• Edit your work• Write to communicate, not to impress
![Page 20: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/20.jpg)
Feedback
• The process of verifying messages • Forms of feedback
– Questioning– Paraphrasing– Allowing comments and suggestions
![Page 21: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/21.jpg)
How to Handle Feedback
• View it as an opportunity to improve• Stay calm• Do not get defensive• Do not blame others• Do not criticize
![Page 22: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/22.jpg)
360 Degree Multirater Feedback‐
• • Is based on receiving performance• evaluations from many people• – Managers• – Peers• – Subordinates• – People from outside the organization
![Page 23: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/23.jpg)
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
![Page 24: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/24.jpg)
• A situation in which two or more people have not yet found a way to resolve a dispute, disagreement, or argument
How do you define conflict?
![Page 25: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/25.jpg)
• Avoiding • Accommodating • Competing• Compromising• Collaborating
Ways we handle conflict
Test Question
![Page 26: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/26.jpg)
• Avoiding – Ignoring the conflict– Lose-lose situation– Physical– Conversational
Ways we handle conflict (cont…)
![Page 27: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/27.jpg)
• 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
Ways we handle conflict (cont…)
![Page 28: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/28.jpg)
• Competing– Win-lose• High concern for personal needs• Low concern for other party
– Friendly competition
Ways we handle conflict (cont…)
![Page 29: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/29.jpg)
• Compromise– Both parties give up something to receive
something– Partial lose-lose– Goals are not worth disruption
Ways we handle conflict (cont…)
![Page 30: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/30.jpg)
• Collaborating– Working towards a solution that will satisfy both
parties• High concern for self• High concern for other party
– Win-win
Ways we handle conflict (cont…)
![Page 31: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/31.jpg)
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
![Page 32: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/32.jpg)
• Identify your problem• Make a date• Describe feelings• Be considerate• Negotiate • Maintain
Effective ways to handle conflict
![Page 33: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/33.jpg)
Negotiation
• Process in which two or more parties arein conflict working to reach an agreement
![Page 34: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/34.jpg)
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
![Page 35: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/35.jpg)
• Criticism• Contempt • Defensiveness• Stonewalling
Psychological factors of conflict
![Page 36: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/36.jpg)
• 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
Psychological factors (cont…)
(Floyd, 2009)
![Page 37: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/37.jpg)
• Contempt– The act of insulting one another and attacking
partner’s self-worth– Sarcasm– Using nonverbal cues to show low opinion of
partner
Psychological factors of conflict
(Floyd, 2009)
![Page 38: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/38.jpg)
• Defensiveness• Stonewalling– The act of withdrawing from a conversation– Shutting down
Psychological factors of conflict
(Floyd, 2009)
![Page 39: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/39.jpg)
Crisis Leadership
• Crisis– Is a low probability, high impact event that‐ ‐threatens the viability of the organization
![Page 40: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/40.jpg)
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 strategicmanagement process – Establishing a culture that embraces crisis awareness and preparation as a way of life
![Page 41: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/41.jpg)
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
![Page 42: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/42.jpg)
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
![Page 43: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/43.jpg)
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
![Page 44: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/44.jpg)
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
![Page 45: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/45.jpg)
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
![Page 46: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/46.jpg)
Assignments
• Test questions are due• Presentations for week 7 assignment is due
![Page 47: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/47.jpg)
Got questions
![Page 48: Leadership Theories & Practice MGT 6772 Dr. Kimanya Ards](https://reader031.vdocuments.us/reader031/viewer/2022031802/56649dc95503460f94abf72f/html5/thumbnails/48.jpg)
ReferencesBarnlund, 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.