MANAGERIAL

COMMUNICATION
06/08/16

PRESENTED BY
POOJA SINGHI
SHASHANK
VARMA
1

What is Leadership..?
She was a
courageous
leader

An innovative
leadership culture
flourished in the
company

The company
board showed
great leadership

Scandinavia
takes a lead on
social welfare

These statements show that leadership is not just the property of an

individual figure.
Leadership is much more.

Leadership Discourses:
Assumptions about Leadership
Workplace leadership is too often viewed from a hermetically sealed world, of
corporations, consultants and business schools, without enough attention to the
social world beyond that impacts on it.
Over the past century, four key discourses have emerged that dominate leadership
thinking. These four discourses form a meta-study of leadership in a social and
economic context
The Leader as a Controller
The Leader as a Therapist
The Leader as a Messiah
The Eco-Leader

Leadership IS?
Leadership

The ability to influence a

group toward the
achievement of goals

Management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members

Trait Theories
Traits Theories of Leadership
Theories that consider
personality, social, physical, or
intellectual traits to
differentiate leaders from
nonleaders

Leadership
LeadershipTraits
Traits
Extraversion
Extraversion
Conscientiousness
Conscientiousness
Openness
Openness
Emotional
EmotionalIntelligence
Intelligence
(Qualified)
(Qualified)

Trait Theories
Limitations
Limitations
No
Nouniversal
universaltraits
traitsfound
foundthat
thatpredict
predictleadership
leadership
ininall
allsituations
situations
Unclear
Unclearevidence
evidenceofofthe
thecause
causeand
andeffect
effectofof
relationship
relationshipofofleadership
leadershipand
andtraits
traits
Better
Betterpredictor
predictorofofthe
theappearance
appearanceofofleadership
leadership
than
thandistinguishing
distinguishingeffective
effectiveand
andineffective
ineffective
leaders
leaders

Behavioral
Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate
leaders from nonleaders

Behavioral
BehavioralTheory
Theory

Leadership
Leadershipbehaviors
behaviorscan
canbe
betaught.
taught.

vs.
vs.
Trait
TraitTheory
Theory

Leaders
Leadersare
areborn,
born,not
notmade.
made.

Contingency Theories
All Consider the Situation

Fiedler Contingency Model

Cognitive Resource Theory
Hersey and Blanchards Situational Leadership Model
Path Goal Theory

Assumptions underlying the different

models:
Fiedler: Leaders style is fixed.
Others: Leaders style can and should be changed.

Fiedler
Model
Leader: Style Is Fixed (Task-oriented vs. RelationshipConsiders Situational Favorableness for Leader
Leader-member relations
Task structure
Position power

Key Assumption
Leader must fit situation; options to accomplish this:
Select leader to fit situation
Change situation to fit leader

oriented)

Cognitive Resource Theory

Cognitive Resource Theory
A theory of leadership that states that the level of stress
in a situation is what impacts whether a leaders
intelligence or experience will be more effective.

Research
ResearchSupport
Support
Less
Lessintelligent
intelligentindividuals
individualsperform
performbetter
betterininleadership
leadershiproles
roles
under
underhigh
highstress
stressthan
thando
domore
moreintelligent
intelligentindividuals.
individuals.
Less
Lessexperienced
experiencedpeople
peopleperform
performbetter
betterininleadership
leadershiproles
roles
under
underlow
lowstress
stressthan
thando
domore
moreexperienced
experiencedpeople.
people.

Framing: Using Words to Shape

Meaning and Inspire Others
Framing
A way to use language to
manage meaning

Leaders
Leadersuse
useframing
framing
(selectively
(selectivelyincluding
including
or
orexcluding
excludingfacts)
facts)to
to
influence
influencehow
howothers
others
see
seeand
andinterpret
interpret
reality.
reality.

Inspirational Approaches
to Leadership
Charismatic Leadership Theory

Followers make attributions of heroic or extraordinary

leadership abilities when they observe certain behaviors.

Charismatic
Charismaticleaders:
leaders:
1.1.
2.2.

Have
Haveaavision.
vision.
Are
Arewilling
willingtototake
takepersonal
personalrisks
riskstotoachieve
achievethe
the
vision.
vision.
3.3. Are
Aresensitive
sensitivetotofollower
followerneeds.
needs.
4.4. Exhibit
Exhibitbehaviors
behaviorsthat
thatare
areout
outofofthe
theordinary.
ordinary.

Key Characteristics of Charismatic

Leaders

1. Vision and articulation. Has a visionexpressed as an

idealized goalthat proposes a future better than the status quo;

and is able to clarify the importance of the vision in terms that are
understandable to others

2. Personal risk. Willing to take on high personal risk, incur high

costs and engage in self-sacrifice to achieve the vision

3. Environmental sensitivity. Able to make realistic

assessments of the environmental constraints and resources
needed to bring about change

4. Sensitivity to follower needs. Perceptive of others abilities

and responsive to their needs and feelings

5. Unconventional behavior. Engages in behaviors that are

perceived as novel and counter to norms

Transactional and Transformational

Leadership
Transactional Leaders

Contingent Reward

Leaders who guide or motivate

their followers in the direction of
established goals by clarifying role
and task requirements

Management by
Exception (active)
Management by
Exception (passive)
Laissez-Faire

Transformational Leaders
Leaders who provide the four Is
(individualized consideration,
inspirational motivation, idealized
influence, and intellectual
stimulation)

Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individual Consideration

Characteristics of
Transactional
Leaders
Contingent Reward: Contracts exchange of rewards for
effort, promises rewards for good performance,
recognizes accomplishments

Management by Exception (active): Watches and

searches for deviations from rules and standards, takes
corrective action

Management by Exception (passive): Intervenes only

if standards are not met

Laissez-Faire: Abdicates responsibilities, avoids making

decisions

Full Range of Leadership

Model

Characteristics of Transformational
Leaders
Idealized Influence: Provides vision and sense of
mission, instills pride, gains respect and trust

Inspiration: Communicates high expectations, uses

symbols to focus efforts, expresses important purposes in
simple ways

Intellectual Stimulation: Promotes intelligence,

rationality, and careful problem solving

Individualized Consideration: Gives personal attention,

treats each employee individually, coaches, advises

Authentic Leaders and

Ethical Behavior
Authentic leaders know who they are, what they
believe in and value, and act on those values openly
and candidly.

Followers see them as ethical.

Ethical leaders use ethical means to get followers to

achieve their goals, and the goals themselves are
ethical.

Ethical Leadership
Actions
Actions
Work
Workto
topositively
positivelychange
changethe
the
attitudes
attitudesand
andbehaviors
behaviorsofof
employees
employees
Engage
Engageininsocially
sociallyconstructive
constructive
behaviors
behaviors
Do
Donot
notabuse
abusepower
poweror
oruse
use
improper
impropermeans
meanstotoattain
attaingoals
goals

Contemporary Leadership Roles:

Providing Team Leadership

Team
TeamLeadership
LeadershipRoles
Roles
Act
Actas
asliaisons
liaisonswith
withexternal
external
constituencies
constituencies
Serve
Serveas
astroubleshooters
troubleshooters
Managing
Managingconflict
conflict
Coaching
Coachingtotoimprove
improveteam
team
member
memberperformance
performance

Online Leadership
Leadership at a Distance: Building Trust
The lack of face-to-face contact in electronic communications
removes the nonverbal cues that support verbal interactions.
There is no supporting context to assist the receiver with
interpretation of an electronic communication.
The structure and tone of electronic messages can strongly affect
the response of receivers.
An individuals verbal and written communications may not follow
the same style.
Writing skills will likely become an extension of interpersonal skills

Challenges to the
Leadership Construct
The idea that leadership is merely an attribution that
people make about other individuals

Qualities
QualitiesAttributed
Attributedto
toLeaders
Leaders
Leaders
Leadersare
areintelligent,
intelligent,outgoing,
outgoing,have
havestrong
strongverbal
verbalskills,
skills,
are
aggressive,
understanding,
and
industrious.
are aggressive, understanding, and industrious.
Effective
Effectiveleaders
leadersare
areperceived
perceivedas
asconsistent
consistentand
and
unwavering
unwaveringinintheir
theirdecisions.
decisions.
Effective
Effectiveleaders
leadersproject
projectthe
theappearance
appearanceofofbeing
beingaaleader.
leader.

Finding and Creating

Effective Leaders
Selection
Review specific requirements for the job
Use tests that identify personal traits associated with leadership,
measure self-monitoring, and assess emotional intelligence
Conduct personal interviews to determine candidates fit with the
job

Training
Recognize that all people are not equally trainable
Teach skills that are necessary for employees to become effective
leaders
Provide behavioral training to increase the development potential
of nascent charismatic employees

So, what is this seemingly

obvious Sense Making about?
Its the interpretation of information and then generating what
is interpreted

This doesnt only occur with Verbal Communication

For Example
Unfamiliarity
forces an
individual to
make sense
of things

To us, this means: Dont walk to the left or skate/cycle to the right.

To others, it might look like a weird meaningless

picture.

Sense Making is used by

EVERYONE!
Interpersonal
Intercultural

Small Group
Political
Family

Mass Communications
Organizational
Public Relations
Health
Some theorist see it as highly present
in organizational situations

Whats the Point??

Without the theory of sense making, there is no
Communications!

Unfamiliarity forces an individual to

make sense

We are constantly experiencing the unfamiliar

It is a continuous process

Sense Making is a
cognitive process that
everyone is
programmed with at
birth and must be
gained through an
individuals
experiences.

Criticism

The definition of sense-making needs to be

expanded from work/organizations to other
facets of ones life

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