powerpoint presentation by charlie cook 1e. copyright © 2005 south-western. all rights reserved....

Copyright © 2005 South-Western. All rights reserved. PowerPoint Presentation by Charlie Cook

1e.

Chapter 12Chapter 12

Communicating with FollowersCommunicating with Followers

Copyright © 2005 South-Western. All rights reserved. 12–2

Chapter ObjectivesAfter completing this chapter, you should be able to:

Understand the difference between a transmission model and an exchange model of communication.

Critically analyze the traditional approaches to communication problems and their solutions.

Discuss the barriers to effective oral and written communications.

Evaluate the argument that language constructs rather than reflects the world.

Reflect on the value and difficulties of communication skills for leaders.


The Importance of Communication

• Communication is essential to leadership.The process of leadership depends critically on the

mutual communication between, and influence of, leaders and followers.The leader’s vision must be communicated to

followers if the latter are to help make the vision a reality.

Business leaders spend most of their time communicating; networking to secure support for actions and ensuring that subordinates carry them out.


The Role of Communication in the Leadership Process

Figure 12.1


Reflective Question Reflective Question ▼▼

• Look again at our three-dimensional leadership model.Why is communication so important to the leadership

process?


Models of Communication

• Transmission ModelLanguage, technologies, and other media are simply

devices or channels for telling somebody something.The transfer of information from one person (active

transmitter) to another (passive receiver).

• Exchange ModelExchanging information with subordinates, asking

them for ideas and constructive criticism, and having conversations about strategy.

Both parties actively transmit and receive knowledge of value to the other party.


The Transmission and Exchange Models of Communication

Figure 12.2


View CD

• Go to the CD-ROM and click on the case studies. Watch the Leadership Style section of the case studies.Listen to how the leaders and managers explain their

success and what they consider to be the role of communication in achieving the agreement of subordinates.

While you are listening to the dialogue, watch the actions of the people in the video, and consider how much of their activity is rooted in some form of communication.


Problems with Communications

• Speech as Communication:Listeners become bored and lose their focus due to

the slowness of speakers.Listeners retain only a very small percentage of

spoken communications.

• Effective CommunicationLeaders should concentrate on communicating ideas

rather than facts.Listeners are more responsive to emotional rather

than intellectual queries from leaders.


Leadership Communication Styles

Source: Adapted from Stech, E. L. (1983). Leadership Communication. Chicago: Nelson-Hall. Table 12.4


Steps to Effective Communication Skills

• Read the situation

• Engage attention

• Make the meaning clear

• Paint the background

• Fill in the picture

• Bring your story to life

• Look for clues

• Check understanding

• Say what’s on your mind


Steps to Effective Listening Skills

• Listen with an open mind

• Get behind the words

• Feed back the highlights to maintain mutual understanding

• Get to the heart of things

• Stay on track


Effective Organizational Communication

• Managers must be committed to the importance of communication.

• Communication should be two-way whenever possible.

• Communication should be face-to-face whenever possible.

• Messages should be structured to meet the needs of the audience.

• Technology should be used to speed up communication.


Benefits of Communication Skills

• It enables the sharing of feelings and ideas.

• It enables the sharing of information.

• It correlates with subordinate satisfaction.

• It correlates with productivity and customer service.

• It enables leaders to persuade followers.


Communication Wheel Structure

Figure 12.3


All-Channel Communication Structure

Figure 12.5


Chain and “Y” Communication Structures

Figure 12.6


A Cohesive Communication Network

Figure 12.7


Barriers to Communication

• Serial Communication

Loss of (or change in) meaning as messages pass along and through the chain of communicators (transmitters and receivers).

• Status Differences

Differences between the interests of managers and employees, the formality of the relationship, and competition between managers.



• Social Conformity

The pressure of “groupthink”—the tendency to support the opinion of the group even when that opinion appears to contradict reality or rationality

• Spatial Distance

Problems that arise from the constraints of physical locality in which the distance between people determines the form, number, and effect of communications.



• Defensiveness

A self-protection mechanism in which the listener’s responses to the speaker’s statements are based on what the listener perceives the speaker expects to or prefers to hear as a response.

• Cultural Differences

Cultures have differential preferences for ambiguity and precision in language, making it important for leaders to try to understand why people say what they say.



• Review the passage in the textbook (page 297) describing the statements of John Roberts, CEO of the British Post Office to the select committee of the British House of Commons.

If you were in Roberts’s place, how would you have communicated the organization’s position?

• Kotter’s (1982) research suggests that networking (communication) and agenda-setting are two tasks crucial to a leader’s success.

Could John Roberts’ communication problems stem from his lack of a clear agenda? How might these two tasks be related?


View CD

• Work through the CD-ROM section on gender influence in all the case studies.

To what extent does gender make a difference in the way people communicate and in the success of that communication?

Do men and women tell different forms of stories? If so, which do you think might be more successful?


The Golden Triangle of Good Communication

Accuracy

ClarityBrevity

ListenerInterest


Interrogative And DeclarativeApproaches To Communication

• Interrogative approachCreating a dialogue—a non-argumentative two-way

form of communication that persuades followers to assent to a conclusion.

• Declarative approachEngaging in a monologue—a one-way form of

communication with followers that may or may not have its intended effect.


Language as Reflector or Constructor

• Traditional View of LanguageA mechanism for describing the world around us—a

reflector of reality.

• Constructivist View of LanguageLanguage is not a passive and neutral carrier of

information about reality but, instead, an active constructor of that reality (or making the truth).


A Picture Is Worth a Thousand Words?

Figure 12.8



• How important is it for managers (and management researchers) to communicate to their clients, shareholders, and employees (and the academic community) that they are avant garde by adopting new, more fashionable terminology?

• Can you think of any management terms that are no longer considered fashionable, or “cool”?

powerpoint presentation by charlie cook 1e. copyright © 2005 south-western. all rights reserved....

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