ASSERTIVENESS

Managers practice various communication styles. However, often one type dominants

and becomes habitual. In passive communication style, managers avoid to express their needs,

feelings, and feel shy to protect their rights. In aggressive communication style, managers

express their feelings and opinions and advocate for their needs in a way that violates the rights

of employees. While passive managers are usually unable to convey the full thrust of their

message, causing irritation, delays and rework, aggressive managers tend to be less concerned

with moving things along than in preserving their own status and power over employees, though

they may be successful in completing short-term goals (Newbold, 1997). Between these two

extreme styles, is the assertive style. Assertiveness is a behaviour that enables managers to act in

their own best interest and to stand up for themselves without denying rights of others

(Arredondo, 2003). It facilitates good interpersonal interaction (Lwehabura & Matovelo, 2000)

and is characterised by honesty, objectivity, openness, tolerance, accuracy, self-expression, and

respect for self and others. Assertiveness is a positive tool that can be used for creating mutual

understanding and fulfilling objectives (Lwehabura & Matovelo, 2000). Assertive managers

respect the needs of employees and go through the mental process of assessing what they need to

know and how. Assertive managers also have the skills and confidence to challenge ambiguity

and misunderstanding (Newbold, 1997). When the communication style of managers is

straightforward and accurate, employees view managers as trustworthy (Tschannen-Moran &

Hoy, 2000). This openness facilitates employees’ understanding of tasks and enables responsible

decision-making (Moye & Henkin, 2006).

Assertive managers differ from aggressive managers. Aggressive managers attack or

ignore employees' opinions in favour of their own. They usually react to the given situation in a

rude, derogatory, and sarcastic manner which escalates employees’ anxiety. On the other hand,
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assertive managers state their opinions while being respectful to employees. While aggressive

managers fail to establish relationships with their employees, assertive managers build long-term

relationships.

The assertive communication style enables a manager to

(a) express his/her opinions and thoughts in a direct way without attacking others,

(b) refuse an unreasonable request without feeling guilty,

(c) give employees ‘constructive feedback’ instead of ‘criticism’,

(d) give recognition and praise to employees at the right time and create a motivational

climate,

(e) deliver a firm message by asking ‘questions’ through a clever approach or ask

effective questions to probe for facts and provoke for ideas,

(f) trust employees and

(g) create a collaborative and congenial working environment.

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Comparison between the three communication styles

Passive Assertive Aggressive

Verbal

Apologetic words, hidden
meaning, hedging, failure to
come to the point, disconnected,
at a loss for words, failure to
say what one really means.
Statement of wants, needs, desires,
honest statement of feelings,
objective words, direct statements
which say what one means (I
message).
Loaded words, accusations,
subjective terms,
commanding, dominant,
superior words; blame or
put-down (you message).

Non-Verbal

a) General

Actions instead of words, Attentive, listening, generally Exaggerated show of

hoping someone will guess assured manner, communication of strength, flippant, sarcastic
what you want, looking as if caring and strength. style, an air of superiority.
you don’t mean what one says.

b) Specific

Voice is weak, hesitant, safe, Open, frank, direct eye contact. Voice is tense, shrill, loud,
sometimes wavering, eyes are shaky, cold, “deadly
averted downcast, teary, quiet”, demanding and
pledging, posture is stopped; authoritarian. Posture is
there is excessive head nodding stiff and rigid.
and tilting. Hands are fidget and
fluttery.

Feelings

Hurt, anxious, disappointed in Confidence, self-respect, feels Angry, then righteous,

self at the time and possibly good about self at the time and superior, possibly guilty
later. later. later.

Outcome

Does not achieve desired goal, Achieves goals both long and Achieves desired goal by
does not get needs met, short-term. Improves self- hurting, alienating and
accumulates anger, and feels confidence, needs are met, and intimidating others.
non- valued. relationships are free.