Chapter 9Leadership Communication6e©2015 Cengage Learnin

Chapter 9
Leadership Communication
6e
©2015 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part
Learning Objectives
Act as a communication champion and a sensegiver rather than
just as an information processor
Use key elements of effective listening and understand why
listening is important to leader communication
Using candor appropriately to improve communication
effectiveness, and recognize and apply the difference between
dialogue and discussion
2
Learning Objectives
Incorporate metaphor and storytelling into leadership
communications
Select an appropriate communication channel for the message
and effectively use social media and nonverbal communication
Communicate in a way that persuades and influences others
Effectively communicate during times of stress or crisis
3

Communication
Process by which information and understanding are transferred
between a sender and a receiver
4
Exhibit 9.1 - A Circular Model of Interpersonal Communication
5
Source: Based on Gabriela Moise, “Communication Models
Used in the Online Learning Environment,” The 3rd
International Conference on Virtual Learning 2008 , ICVL
(http://www.icvl.edu/2008), pp 247–254; and Wilbur Schramm,
The Process and Effects of Mass Communication, 6th Ed.
(Urbana, IL: University of Illinois Press, 1965)
Management Communication
Traditional role of a manager is that of an information processor
Managers have communication responsibility in directing and
controlling an organization
Establish themselves at the center of information networks to
facilitate the completion of tasks
6

Communication Champion
Believes that communication is essential to building trust and
gaining commitment to a vision
Embeddedness: People throughout the organization are united
around a common purpose
Sensegiving: Influencing how others make sense of the
organization, where they fit within it, and the purpose of their
work
7
Exhibit 9.2 - The Leader as Communication Champion
8
Strategic Conversations
People talking across boundaries and hierarchical levels about:
Group or organization’s vision
Critical strategic themes
Values that can help achieve desired outcomes
9
scanned, copied or duplicated, or posted to a publicly accessi ble

Leading Strategic Conversations
Ask questions and actively listen to others
To understand their attitudes and values, needs, personal goals,
and desires
Set the agenda for conversation
By underscoring the key strategic themes that are linked to
organizational success
Select the right communication channels and facilitate dialogue
10
Open Communication
Leaders sharing all types of information throughout the
company and across all levels
Enables leaders to hear what followers have to say
Leaders break down conventional hierarchical and departmental
boundaries that may be barriers to communication
11
Exhibit 9.3 - Why Open the Communication Climate?
12
Open Communication Climate

Helps alleviate tension and conflict between departments
Builds trust
Reaffirms employee commitment to a shared vision
Makes a company more competitive
13
Questions that Leaders Ask
Leader-centered
Seeks to inform the leader about what is going on in the
organization
Investigates specific issues, problems, or opportunities
Gathers information, ideas, or insights
Follower-centered
Seeks to connect with followers
Develops new insights
Encourages critical thinking
Expands people’s awareness
Stimulates learning
14
Benefits of Asking Questions
15
Encourages people to think and empowers them to find answers
Helps to build positive attitudes and follower self-confidence
Provokes critical thought and leads to deeper and lasting
learning
Shows that leaders:
Care about people on an individual basis

Benefits of Asking Questions
16
Value the opinions and knowledge of others
Are open to new ideas
Have faith that people want to contribute to the organization
Helps to build trusting, respectful relationships
Listening
Skill of grasping and interpreting a message’s genuine meaning
Taken for granted
People focus on presenting their own ideas more effectively
Effective listening is engaged listening
17
Keys to Effective Listening
Listen actively
Keep an open mind
Resist distractions
Capitalize thought being faster than speech
Seek understanding
18

Keys to Effective Listening
Judge content, not delivery
Hold one’s fire
Listen for ideas
Work at listening
Show respect
19
Dialogue
Active sharing and listening in which people explore common
ground
Grow to understand each other and share a world view
Participants refrain from:
Presuming to know the outcome
Trying to sell their convictions
Characterized by group unity, shared meaning, and transformed
mindsets
20
Exhibit 9.5 - Dialogue and Discussion: The Differences
21

Communicating with Candor
Limits the potential for workplace misunderstandings,
incivility, and ill will turning into hot topics
Candor: Honest, forthright expression of a leader’s thinking
Lets followers know exactly where the leader stands and what
the leader expects of them
22
Communicating with Candor
Results in:
Work being done faster and better
More people getting involved in organizational conversations
Limiting common organizational problems
23
scanned, copied or duplicated, or posted to a publicly access ible
Stories
24
Influence people’s beliefs, attitudes, and behaviors
Help leaders to unite people
Foundation of sensegiving
Help people make sense of complex situations
Bind people together in a shared purpose and inspire acti on

Persuasion
Steps
Listen first
Establish credibility
Build goals on common ground
Make your position compelling to others
Leads to a shared solution or commitment
Communication apprehension - Anxiety associated with either
real or anticipated communication with another person
25
Selecting the Correct Communication Channel
Important for effective communication
Channel: Medium by which a communication message is carried
from sender to receiver
Depends on the nature of the message
26
Exhibit 9.6 - A Continuum of Channel Richness
27
Continuum of Channel Richness

Channel richness: Amount of information that can be
transmitted during a communication episode
Characteristics that influence the richness of an information
channel
Ability to handle multiple cues simultaneously
Ability to facilitate rapid, two-way feedback
Ability to establish a personal focus for the communication
28
Hierarchy Based on Information Richness
Face-to-face discussion
Richest medium
Facilitates assimilation of broad cues and emotional
understanding of the situation
Permits:
Direct experience and multiple information cues
Immediate feedback and personal focus
Telephone conversations
Gives considerable emotional information
29
Hierarchy Based on Information Richness
Electronic messaging
Allows for rapid feedback and can be personalized
Provides a way to get information to a wide audience
Print media
Can be personalized
Convey written cues and provides slow feedback

30
Selecting a Communication Channel
Routine messages
Simple and straightforward
Convey data or statistics
Efficient communication is through channels lower in richness
31
Nonroutine messages
Concern issues of change, conflict, or complexity that have
great potential for misunderstanding
Characterized by time pressure and surprise
Effective communication is through rich channels
32
Channel should fit the message
Messages of high importance can be conveyed using more than
one channel
Redundant communications - Sending the same message using
different channels
Adds weight to the message and keeps the issue at the top of

people’s minds
33
Effectively Using Electronic Communication Channels
34
Combine high-tech and high-touch
Consider the circumstances
Think twice before sending the message
Disadvantages of electronic communication
Contributes to poorer communication in organizations
Deprives people of human moments
Exhibit 9.7 - Dos and Don’ts of Electronic Mail
35
Nonverbal Communication
Messages transmitted through action and behavior
Selection of a communication channel conveys a symbolic
message
People grant more weight to nonverbal cues and judgments are
quick
Management by wandering around (MBWA) - Sends symbolic
positive messages to followers that leaders care about their

ideas, opinions, and feelings
36
Current Communication Challenges
37
Using social media
Developing skills for communicating in a crisis
Leadership via Social Media
Social media: Internet-based applications that allow the creation
and sharing of user generated content
Supports openness and transparency
Provides a new way to connect and build relationships with
employees
38
Being Crisis-Ready
39
Stay calm
Be visible and supportive
Tell the truth
Communicate a vision for the future

Chapter 10
Leading Teams
6e
website, in whole or in part.
Learning Objectives
Turn a group of individuals into a collaborative team that
achieves high performance through a shared mission and
collective responsibility
Identify challenges associated with teamwork, and explain why
people sometimes have negative feelings about working in a
team
2
Learning Objectives
Lead a team to high performance by providing a compelling
purpose and clear objectives, clarifying roles and
responsibilities, designing the team in terms of size and
diversity, giving team members decision authority, and
providing support and coaching

3
Learning Objectives
Understand and handle the stages of team development, and
know how to promote cohesiveness and shape productive team
norms
Understand the challenges and benefits of virtual teams and the
team leader behaviors that contribute to virtual team
effectiveness
Handle conflicts that inevitably arise among members of a team
4
scanned, copied or duplicated, or posted to a publicl y accessible
Value of Teams
Valuable in organizations where work is interdependent
To successfully accomplish a task, a team has to ensure:
Coordination
Information sharing
Exchange of materials
5
Teams
Unit of two or more people who interact and coordinate their
work to accomplish a shared goal or purpose
Benefits organizations and employees

Improved productivity and quality
Greater flexibility and speed
Flatter management structure
Better employee involvement and satisfaction
Lower turnover
6
Exhibit 10.1 - Evolution of Teams and Team Leadership
7
Self-Directed Teams
Made up of members who work with minimum supervision and
rotate jobs to produce a complete product or service
Have access to information and resources and decision-making
authority
Do not always have full autonomy
Work with minimal supervision
Elect one among them as a leader
8
Dilemma for Team Members
Reasons
Have to give up their independence

Have to put up with free riders
Free rider: Team member who attains benefits from team
membership but does not actively participate in and contribute
to the team’s work
Referred to as social loafing
Sometimes, are part of a dysfunctional team
9
Exhibit 10.2 - Five Common Dysfunctions of Teams
10
Source: Based on Patrick Lencioni, The Five Dysfunctions of a
Team (New York: John Wiley & Sons, 2002)
Elements to Lead a Team to High Performance
11
Compelling purpose, clear objectives, and explicit metrics
Diversity of skills and unambiguous roles
Streamlined team size
Decision authority over how to achieve goals
Support and coaching
Exhibit 10.3 - Five Stages of Team Development
12

Sources: Based on the stages of small group development in
Bruce W. Tuckman, “Developmental Sequence in Small
Groups,” Psychological Bulletin 63 (1965), pp. 384–399; and
B.W. Tuckman and M.A. Jensen, “Stages of Small Group
Development Revisited,” Group and Organizational Studies 2
(1977), pp. 419–427
Team Cohesiveness
Extent to which members are attracted to and motivated to
remain in the team
Determinants
Team interaction
Shared goals
Personal attraction
Presence of competition and team success influence group
cohesiveness
13
Consequences of Cohesiveness
Higher morale due to:
Greater communication
Friendly team climate
Loyalty
Maintenance of membership
Member participation in team decisions and activities
Better performance leading to:
Greater productivity

14
Consequences of Cohesiveness
Better member satisfaction
Greater employee energy and creativity
Can lead to lower performance due to groupthink
Groupthink: Tendency of people in cohesive groups to suppress
contrary opinions
Highly cohesive teams are:
More productive with supportive leader
Less productive when leader is hostile and negative
15
Team Norms
Informal standard of conduct that is shared by team members
and guides their behavior
Provide a frame of reference for what is expected and
acceptable
16
Exhibit 10.4 - Two Ways Team Norms Develop
17

Team Competencies
Goal setting and performance management
Planning and coordination
Collaborative problem solving
Communication
Conflict resolution
18
Team Member Roles
Initiate ideas
Give opinions
Seek information
Summarize and energize
Task-specialist role
Encourage and harmonize
Reduce tension
Follow and compromise
Socioemotional role
19
19
Virtual Team

Geographically or organizationally dispersed members sharing a
common purpose
Linked through advanced information and telecommunications
technologies
Global team: Culturally diverse members who live and work in
different countries and coordinate some part of their activities
on a global basis
20
Characteristics of Virtual Team
Spatial distance limits face-to-face interaction
Use of technological communication is the primary means of
connecting team members
21
scanned, copied or duplicated, or posted to a publicly accessib le
Exhibit 10.5 - Differences between Conventional, Virtual, and
Global Teams
22
Virtual Team
Advantages
Quickly assembles a talented group of people to complete a
complex project

Solves a difficult problem, or exploits a specific strategic
opportunity
Diversity can fuel creativity and innovation
Saves time and travel expenses
Disadvantages
Delays in meeting deadlines
Little supervision and greater trust on team members
Greater focus on results than the process
Provides guidance, encouragement, and support with little
control
23
Skills of a Successful Virtual Team Leader
Selecting the right team members
Starting off right
Using technology to build relationships
Agreeing on ground rules
24
Team Conflict
Conflict: Antagonistic interaction in which one party attempts
to thwart the intentions or goals of another
Types of conflict
Task: Disagreement among people about the goals to be
achieved or the content of the tasks to be performed
Relationship: Personal incompatibility that creates tension and
feelings of personal animosity among people
25

Exhibit 10.6 - Balancing Conflict and Cooperation
26
Causes of Conflict
Competition for resources
Lack of clear roles and responsibilities
27
Exhibit 10.7 - A Model of Styles to Handle Conflict
28
Source: Based on Kenneth Thomas, “Conflict and Conflict
Management,“ in Handbook of Industrial and Organizational
Behavior, ed. M.D. Dunnette (New York: John Wiley, 1976), p
900; and Nan Peck, “Conflict 101: Styles of Fighting,” North
Virginia Community College Website, September 20, 2005,
www.nvcc.edu/home/npeck/conflicthome/conflict/Conflict101/c
onflictstyles.htm (accessed April 13, 2011)

Negotiation
Type of conflict management where people:
Engage in give-and-take discussions
Consider various alternatives to reach a joint decision that is
acceptable to both parties
29
Ways to Negotiate
Cooperative approach to negotiation in which conflicting parties
attempt to reach a win–win solution
Integrative
Adversarial negotiation in which conflicting parties compete to
win the most resources and give up as little as possible
Distributive
30
Rules for Reaching a Win-Win
Solution
Separate the people from the problem
Focus on underlying interests, not current demands

Demands - Create yes-or-no obstacles to effective negotiation
Underlying interests - Problems that can be solved creatively
Listen and ask questions
Insist that results be based on objective standards
31
Write 300 words on discussion and respond to two articles with
200 words each
1)Write 300 words for discussion with 3 peer reviewed
referencesHow do leaders use communication to influence and
persuade others? Think of someone you have known who is
skilled in the art of persuasion. What makes this person an
effective communicator?2) Respond to two articles with 200
words each
Article 1
Leadership communication for persuading team members
The mode of business continuity has modified dramatically and

these find leadership as critical factors for communication and
development of ability to influence the team members
Businesses are shifting towards matrix structures and indicating
quality as significantly influencing factor for success. All these
skills are imperative in situations of efficient communization
and delivering results in the business companies. The functions
and responsibilities include listening to the team member
requirements and addressing accordingly. This require active
listening to empower trust and confidence among the staff. This
indicates the activities to be done for setting up credibility with
people being led in the workplace (Nuseir & Ghandour, 2019).
These aspects are able to determine the efficiency of for leaders
to persuade messages as came across. In the process to develop
goals, the common grounds to be established rather than
specific ones. This is regarded as particular that provides
benefits most of the team members including the company
rather than few. The details required to be presented sufficiently
such that there is proof for backing up the persuasions. The
solutions and position created need to be compelling to
sufficient levels for winning the team members over suitably.
These are possible to be performed by talking, mentoring,
coaching and descriptive assistance (Grigoropoulos, 2019).
There are several ways in this regard to impact teams. However
generally it is important to have few runs on the board initially.
Leaders those are devoid of prior relationship management

plans need to entrust the members and obtain credibility. This
enables in gaining foothold straight as it comes to impacting the
team. Logical reasoning and elicitation to the audience about
the audience preferences in meetings and conversations is
important. This excites team about the innovative ideas
presented and follow accordingly that guarantees success.
Representing enthusiasm and appealing teams about values and
beliefs in the messages have best impacts. This assistance and
awareness created among the followers regarding successful
completion of established objectives enhance sharing valuable
resources and obtain credibility from the existing successful
collaborations making team members to return the favors (Sung
& Kim, 2021). All these aspects make communication as critical
aspects with the aforementioned guidelines for suitable levels of
team engagement and obtain benefits.
References
Grigoropoulos, J. (2019). The Role of Ethics in 21st Century
Organization. International Journal of Progressive Education,
15(2), 167-175. Retrieved from
https://doi.org/10.29329/ijpe.2019.18 9.1
Nuseir, M. T., & Ghandour, A. (2019). Ethical issues in modern
business management. International Journal of Procurement
Management, 12(5), 592-605. Retrieved from
http://www.inderscience.com/offer.php?id=102153
Sung, W., & Kim, C. (2021). A Study on the Effect of Change

Management on Organizational Innovation: Focusing on the
Mediating Effect of Members’ Innovative Behavior. MDPI
Sustainability, 13(4), 1-25. Retrieved from
https://doi.org/10.3390/su13042079
Article 2
Ways leaders use communication to influence and persuade
others
The organization leaders are effective in the communication
aspect as through that they can influence others and encourage
them in contributing their insights and perception in generating
better outcomes from the project or other allocated
responsibilities within the organization. Organizational leaders
are considered effective communicators when they practice the
persuasion art by developing the mutual goals, credibility and
making their position compelling and interconnected with
other's emotions (Castillo, & Hallinger, 2018). The leaders
develop credibility as they can define their cognitive
knowledge, skills and expertise that helps them in making sound
decisions. When business leaders make decisions for the benefit

of others, they can build strong relationships as the followers
feel that the leader cares about them and motivates them to
bring out the best in them. When the followers find out how
personally they are getting benefited from the programs or
associated policies, they are willing to put their effort into
accomplishing the business's strategic goals. Building the
mutual goal is another way for leaders to use communication to
influence and persuade others when they can be involved in the
big picture as they require their supporters to provide support
when the fellow followers find out that they will also get
personally benefited from the policies and make some required
adjustments.
An effective communicator
Based on my personal experience, I have met one leader that has
all the qualities of being an effective communicator that was the
organizational manager. A manager consists of all the
leadership qualities to become an effective communicator
through which he can motivate or influence and persuade others
to contribute efficiency and perception in their performance in
order to obtain the effective outcome. The organizational
manager used to define the instructions to the fellow team
members and employees in such a manner it was easy for them
to comprehend and execute the strategic plans. Effective
communication also helps the manager connect with the
employees and team groups of any assigned project within the

organization environment (Hallinger, & Kovačević, 2021). The
followers of this manager were highly benefited by
enhancement in their performance, due to which the business
have also increased its profitability and sustainability in the
competitive market. Connecting with the employees helped the
manager better understand the requirement of its fellow
members and employees and mitigate the conflicts that are
considered to be common issues within the working
environment. The motivation of an effective communicator also
helped the organizational project teams and employees to
complete the assigned responsibility within the deadlines.
References
Castillo, F. A., & Hallinger, P. (2018). Systematic review of
research on educational leadership and management in Latin
America, 1991–2017. Educational Management Administration
& Leadership, 46(2), 207-
225. https://www.researchgate.net/profile/Felipe-Aravena-
Castillo/publication/321802581_Systematic_review_of_research
_on_educational_leadership_and_management_in_Latin_Americ
a_1991-2017/links/5a3a38b60f7e9baa5018b4ec/Systematic-
review-of-research-on-educational-leadership-and-management-
in-Latin-America-1991-2017.pdf
Hallinger, P., & Kovačević, J. (2021). Science mapping the

knowledge base in educational leadership and management: A
longitudinal bibliometric analysis, 1960 to 2018. Educational
Management Administration & Leadership, 49(1), 5-
30. https://www.researchgate.net/profile/Jasna-
Kovacevic/publication/335869157_Science_mapping_the_knowl
edge_base_in_educational_leadership_and_management_A_long
itudinal_bibliometric_analysis_1960_to_2018/links/5d98f61192
851c2f70eed0d5/Science-mapping-the-knowledge-base-in-
educational-leadership-and-management-A-longitudinal-
bibliometric-analysis-1960-to-2018.pdf

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Chapter 9Leadership Communication6e©2015 Cengage Learnin