University of Hail

College of Business Administration

Executive Master of Business Administration
LEADERSHIP AND
COMMUNICATION
Chapter
13
 Chapter 13
2

Transformational Leadership Through

Effective Internal Communication
 Chapter Objectives
3

• Select appropriate leadership style and know

how to communicate as a transformational
leader.
• Recognize the strategic and cultural role of
employee communication.
• Establish effective internal communication.
• Use missions and visions to strengthen internal
communication.
• Design and implement effective change
communication.
 Leaders Should Select Their Styles Carefully
4
Highly
Positive
Visionary
Coaching
Affiliative
Democratic ive
sit
Po

Pacesetting
Commanding
Highly
Negative
 Selecting the Best Leadership Style to
Connect with Internal Audiences
5
Leadership Styles in a Nutshell
 Transformational Leaders are Mostly
Visionary and Affiliative
6

q Transformation leaders
Ø Emphasize new possibilities
Ø Promote a compelling vision
Ø Connect with others individually and in groups
q They depend on the following when communicating with internal
audiences:
Ø Authenticity and credibility (a positive ethos)
Ø Emotional intelligence
Ø Mentoring and coaching abilities
 The Objectives of Effective Employee
Communication
7

q Educate employees in the organization’s culture, vision, and

strategic goals.

q Motivate support for organization’s goals.

q Encourage higher performance and discretionary effort.

q Limit misunderstandings that may damage productivity.

q Align employees behind organization’s performance objectives

and position them to help achieve them
 Establishing Effective Internal Communication
8

Strategic Employee Communication Model

 Best Practice Definition of Model
Components
9

Strategic Communications used to reinforce strategic

objectives objectives and to ensure employees
understand new direction
Supportive Top-level management involved in and
management actively assuming responsibility for
communications
Targeted Targeted, consistent, frequently repeated
messages messages designed to clarify company vision,
strategy, and direction
Effective More emphasis placed on informal, face-to-
media/Forums face communications than on formal vehicles
 Best Practice Definition of Model
Components
10

Well-positioned Employees positioned strategically and

staff deployed as change agents
On-going Change communication success measured
assessment frequently against clearly defined goals;
communication effectiveness included in
individual performance appraisals
Integrated Change communications integrated into
processes business processes with communication
milestones included in business
 Establishing and Using Missions and Visions
11

q What are missions and visions?

q Why should you use them?

q When are they most effective?

q How do you build one?

 What is a Mission Statement?
12

q The mission is why a company exists.

q An effective mission does the following:

Ø Defines a company’s basic business.

Ø Ensures employees are pointed in the same direction.

Ø Establishes a single, noble purpose and an enduring reality

 What is a Vision?
13

q The vision is what the organization wants to become.

q An effective vision does the following:

v Reflects the leaders’ willingness to project into the future
v Expresses aspirations
v Describes an inspiring new reality, achievable in a reasonable
timeframe
v Guides internal actions
v Usually starts with the words “to become” or “to create”
 Why Use Mission and Vision Statements?
14

q Establish a firm foundation of goals, standards, and objectives to

guide corporate planners and managers.

q Satisfy both company’s need for efficiency and employees’ need

for group identity.

q Inspire individual action, determine behavior, and fuel

motivation.

q Provide direction to keep everyone moving in the same direction

 Approaches to Building an Effective Mission
and Vision
15

Build the mission and vision from the inside out, using one of the
following approaches:

q CEO/leader developed

q Leader-senior team visioning

q Bottom-up visioning
 Steps in Building an Effective Mission and
Vision
16

1. Create the initial draft

q Of the mission by
Ø Defining what the organization does
Ø Identifying the core products or services
Ø Determining its value proposition
q Of the vision by
Ø Deciding what the organization wants or can become
Ø Establishing the critical success factors in the marketplace
Ø Identifying strengths and weaknesses
Ø Clarifying the opportunities and threats
 Steps in Building an Effective Mission and
Vision
17

2. Clarify the meaning

3. Tell the world in 25 words or less what you are and want to
become

4. Develop the strategic objectives to make the vision specific and

actionable

5. Create a “final” version and hold meetings with employees to

test it
 Relationship of Mission and Vision to
Strategic Objectives
18

Relationship of Mission to Vision to Strategic Objectives

 What are Strategic Objectives?
19

q Strategic objectives help to make a vision more

meaningful and actionable
q They should be
v Specific actions designed to help accomplish
the vision and bring sustainable competitive
advantage
v Longer-term measurable targets, usually
divided into two categories:
Ø Quantitative goals
Ø Qualitative goals
 Levels of Change Communication Effort
20
 Structuring a Communication Program for
Major Change
21

Three-Phased
Change
Communication
Action Plan
 Discussion Summary
22

• Leaders need to use their knowledge and understanding of the

people they lead to select the best leadership and communication
style to use.

• Effective internal communication holds an organization together and

allows it to function effectively and efficiently.

• Effective internal communication requires leaders to ensure all

important messages, such as missions, visions, and strategic
objectives, are understood by all employees.

• To succeed, any major change program must be supported by change

communication