Limiting the Risk of Leadership Communication Presenter:Lance R. Lippert

Limiting the Risk of Limiting the Risk of Leadership Leadership

Communication Communication

Presenter:Presenter: Lance R. Lippert Lance R. Lippert

ObjectivesObjectives

To better understand the role of To better understand the role of leadership in daily organizational leadership in daily organizational interactions.interactions.

To demonstrate leadership To demonstrate leadership competency in various organizational competency in various organizational relationships.relationships.

To better understand the function of To better understand the function of communication in leadership communication in leadership relationships.relationships.

Leadership?Leadership?

What is leadership?What is leadership? Can I be a leader?Can I be a leader? How do I lead?How do I lead? Is it about the process, my ability, Is it about the process, my ability,

or my relationships?or my relationships? Leadership Aerobics!Leadership Aerobics! ActivityActivity-Leadership Quiz-Leadership Quiz

Can We Define Can We Define Leadership?Leadership?

"Leadership is a function of knowing "Leadership is a function of knowing yourself, having a vision that is well yourself, having a vision that is well communicated, building trust among communicated, building trust among colleagues, and taking effective colleagues, and taking effective action to realize your own leadership action to realize your own leadership potential." (Bennis)potential." (Bennis)

"Leadership is influence - nothing "Leadership is influence - nothing more, nothing less." (Maxwell)more, nothing less." (Maxwell)


““Leadership is the ability of developing Leadership is the ability of developing and communicating a vision to a group and communicating a vision to a group of people that will make that vision of people that will make that vision true.” (Kenneth Valenzuela)true.” (Kenneth Valenzuela)

““Leadership is an influence Leadership is an influence relationship among leaders and relationship among leaders and follower who intend real change that follower who intend real change that reflect their mutual purpose.” (Rost).reflect their mutual purpose.” (Rost).


Let’s ask some other experts!Let’s ask some other experts! SantaSanta Colin Powell Desmond Tutu

Leadership Leadership ApproachesApproaches

Trait theories: there are particular Trait theories: there are particular personality qualities that are personality qualities that are associated with leaders and will result associated with leaders and will result in effective leadership (born not made)in effective leadership (born not made)– IntelligenceIntelligence– Self confidenceSelf confidence– DeterminationDetermination– IntegrityIntegrity– SociabilitySociability


Styles Theories: Traits translate into Styles Theories: Traits translate into preferred behaviors in a leader.preferred behaviors in a leader.– Behavioral styles make leaders more or less Behavioral styles make leaders more or less

effective leaderseffective leaders– Form of activityForm of activity– Task behaviors-facilitate goal Task behaviors-facilitate goal

accomplishment & achievement of objectives accomplishment & achievement of objectives (task, maintenance)(task, maintenance)

– Relationships behaviors-help followers feel Relationships behaviors-help followers feel comfortable w/ job, selves, and others (social)comfortable w/ job, selves, and others (social)


Situational Theories: Different situations Situational Theories: Different situations demand different kinds of leadership.demand different kinds of leadership.– Effective leaders adapt style the demands of Effective leaders adapt style the demands of

different situationsdifferent situations– Focus is on leadership in situationsFocus is on leadership in situations– role developmentrole development– follower readinessfollower readiness– nature of task and relationshipnature of task and relationship– Leader-follower matchLeader-follower match

Leadership Leadership CommunicationCommunication

Relational orientationRelational orientation Solicits opinionsSolicits opinions Recognizes positions, ideas, and feelings Recognizes positions, ideas, and feelings

of othersof others Engages in flexible, open comEngages in flexible, open com Listens carefully to othersListens carefully to others Makes requestsMakes requests Focuses on feelings, emotions, and Focuses on feelings, emotions, and

attitudes as they relate to personal skillsattitudes as they relate to personal skills Most often communicates orallyMost often communicates orally

Leadership CommunicationLeadership Communication

Task orientationTask orientation Disseminates informationDisseminates information Ignores positions, ideas, and feelings of Ignores positions, ideas, and feelings of

othersothers Engages in rigid, stylized communicationEngages in rigid, stylized communication Interrupts othersInterrupts others Makes demandsMakes demands Focuses on facts, data, and info as they Focuses on facts, data, and info as they

relate to tasksrelate to tasks Emphasizes productivity through acquisition Emphasizes productivity through acquisition

of tech. skillsof tech. skills Most often communicates in writingMost often communicates in writing

LBDQLBDQSelf AssessmentSelf Assessment

LBDQ ScoringLBDQ ScoringWhat’s orientation?What’s orientation?

Sum the odd items & Sum the even itemsSum the odd items & Sum the even itemsScoringScoring

45-5045-50== very high rangevery high range40-4440-44== high rangehigh range35-3935-39== moderately high rangemoderately high range30-3430-34== moderately low rangemoderately low range25-2925-29== low rangelow range10-2410-24== very low rangevery low range

Leadership or Leadership or Management Management

No need to differentiate the two.No need to differentiate the two. Key is to balance…organizations need Key is to balance…organizations need

to nurture bothto nurture both Not everyone is effective as both, but Not everyone is effective as both, but

an individual can be effectivean individual can be effective Management role in hierarchy but Management role in hierarchy but

expected to demonstrate leadershipexpected to demonstrate leadership Have to reject the notion to denigrate Have to reject the notion to denigrate

management to ennoble leadership.management to ennoble leadership.

BM Leadership GridBM Leadership GridSelf AssessmentSelf Assessment

Effective Leadership Effective Leadership Communication Minimizes Communication Minimizes

the Risk of the Risk of Miscommunication!Miscommunication!

Clarify communicationClarify communication Check perceptionCheck perception Monitor your attitudeMonitor your attitude Relationship buildingRelationship building

Clarify CommunicationClarify Communication

IPC=the exchange of verbal & IPC=the exchange of verbal & nonverbal messages between nonverbal messages between individuals to gain an understanding.individuals to gain an understanding.

Competency=KASACompetency=KASA ConsiderConsider

– AudienceAudience– ChannelChannel– Active listeningActive listening

Miscommunication Miscommunication ExampleExample

Check PerceptionCheck Perception

Where does our perception Where does our perception originate?originate?

What is the other person’s What is the other person’s perception?perception?

What is your perception?What is your perception? How do we present ourselves?How do we present ourselves? Consider what we bring to the Consider what we bring to the

interaction.interaction.

How Do You See the How Do You See the World?World?

The following short quiz consists of The following short quiz consists of 4 questions and will tell you 4 questions and will tell you whether you are qualified to be a whether you are qualified to be a professional. Scroll down for each professional. Scroll down for each answer. The questions are NOT answer. The questions are NOT that difficult. But don't scroll down that difficult. But don't scroll down UNTIL you have answered the UNTIL you have answered the question!question!

1. How do you put a giraffe into a 1. How do you put a giraffe into a refrigerator? refrigerator?


The correct answer is: Open the The correct answer is: Open the refrigerator, put in the giraffe, and refrigerator, put in the giraffe, and close the door. This question tests close the door. This question tests whether you tend to do simple whether you tend to do simple things in an overly complicated things in an overly complicated way.way.

2. How do you put an elephant 2. How do you put an elephant into a refrigerator?into a refrigerator?


Did you say, Open the refrigerator, put Did you say, Open the refrigerator, put in the elephant, and close the in the elephant, and close the refrigerator? Wrong Answer.refrigerator? Wrong Answer.

Correct Answer: Open the refrig., take Correct Answer: Open the refrig., take out the giraffe, put in the elephant and out the giraffe, put in the elephant and close the door. This tests your ability to close the door. This tests your ability to think through the repercussions of your think through the repercussions of your previous actions.previous actions.

3. The Lion King is hosting an animal 3. The Lion King is hosting an animal conference. All the animals attend... conference. All the animals attend... except one. Which animal does not except one. Which animal does not attend?attend?


Correct Answer: The Elephant. The Correct Answer: The Elephant. The elephant is in the refrigerator. You elephant is in the refrigerator. You just put him in there. This tests your just put him in there. This tests your memory. Okay, even if you did not memory. Okay, even if you did not answer the first three questions answer the first three questions correctly, you still have one more correctly, you still have one more chance to show your true abilities.chance to show your true abilities.

4. There is a river you must cross but 4. There is a river you must cross but it is used by crocodiles, and you do it is used by crocodiles, and you do not have a boat How do you manage not have a boat How do you manage it?it?


Correct Answer: You jump into the river and Correct Answer: You jump into the river and swim across. Have you not been listening? swim across. Have you not been listening? All the crocodiles are attending the Animal All the crocodiles are attending the Animal Meeting. This tests whether you learn Meeting. This tests whether you learn quickly from your mistakes.quickly from your mistakes.

According to ACME Consulting Worldwide, According to ACME Consulting Worldwide, around 90% of the professionals they tested around 90% of the professionals they tested got all questions wrong, but many got all questions wrong, but many preschoolers got several correct answers. preschoolers got several correct answers. This conclusively disproves the theory that This conclusively disproves the theory that most professionals have the brains of a four-most professionals have the brains of a four-year-old.year-old.

Monitor Your AttitudeMonitor Your Attitude

Can’t give away something you Can’t give away something you don’t have!don’t have!

What kind of place would your What kind of place would your workplace be if everyone had your workplace be if everyone had your attitude?attitude?

Are you a good organizational Are you a good organizational citizen?citizen?

YOGOWYPI!YOGOWYPI!

Relationship BuildingRelationship Building Realize your connection with Realize your connection with

those around you!those around you! SynergySynergy

– The sum of the whole is greater than The sum of the whole is greater than the sum of the parts.the sum of the parts.

– Take the parts separately from the Take the parts separately from the whole of the partswhole of the parts

A company had a vast scrap yard in the middle of a desert. Management said, "Someone might steal from it at night." So they created a night watchman position and hired a person for the job.

Then management said, "How does the watchman do his job without instruction?" So they created a planning department and hired two people; one person to write the instructions and one person to do time studies.

Then management said, "How will we know the night watchman is doing his tasks correctly?" So they created a Quality Control department and hired two people. One to do the studies and one to write the reports.

Then management said, Then management said, "How are these people "How are these people going to get paid?" So going to get paid?" So they created the following they created the following positions, a timekeeper positions, a timekeeper and a payroll officer; then and a payroll officer; then hired two more people. hired two more people.

Then management said, "Who Then management said, "Who will be accountable for all of will be accountable for all of these people?" So they created these people?" So they created an administrative section and an administrative section and hired three people; an hired three people; an Administrative Officer, Administrative Officer, Assistant Administrative Assistant Administrative Officer, and a Legal Secretary. Officer, and a Legal Secretary.

Then management said, Then management said, "We've had this command in "We've had this command in operation for one year now operation for one year now and we're $18,000 over and we're $18,000 over budget. We have to cutback budget. We have to cutback on overall costs."on overall costs."

So they laid off the So they laid off the nightnight

watchman!watchman!

ClimateClimate

A set of organizational A set of organizational characteristics that are characteristics that are relatively stable, represent the relatively stable, represent the workplace atmosphere, workplace atmosphere, differentiate organizations, and differentiate organizations, and influence behaviors of influence behaviors of organizational members.organizational members.

Climate AffectsClimate Affects

AttitudeAttitude MoraleMorale SatisfactionSatisfaction DedicationDedication EffortEffort ProductivityProductivity

Did You Know….Did You Know….

Climate is linked to job satisfaction and perceive organizational effectiveness.

That as satisfaction with communication increases, positive perceptions of the general organizational climate also increase.

What Creates Climate?What Creates Climate?

LeadershipLeadership RelationshipsRelationships CommunicationCommunication TrustTrust CredibilityCredibility ParticipationParticipation

What Creates Climate?What Creates Climate?

ResponsibilityResponsibility Socialization/belongingSocialization/belonging CompensationCompensation Rules/standards/expectationsRules/standards/expectations WorkloadWorkload LeadershipLeadership

Question?Question?

What do you think about when What do you think about when you consider a supportive you consider a supportive climate and defensive climate?climate and defensive climate?

Question?Question?

What happens in these types of What happens in these types of work environments or in work environments or in workplaces with supportive or workplaces with supportive or defensive climates?defensive climates?

ActivityActivity

Let’s think about specific Let’s think about specific supportivesupportive and and defensivedefensive behaviors in your own behaviors in your own organizations or work teams that organizations or work teams that might contribute to climate.might contribute to climate.

1)1) 5 minutes-Individual reflection5 minutes-Individual reflection2)2) 10 minutes-Work group (3 people) 10 minutes-Work group (3 people)

discussiondiscussion3)3) Large group discussionLarge group discussion

Characteristics of a Characteristics of a Defensive & Supportive Defensive & Supportive

Work ClimateWork Climate

EvaluationEvaluationPassing judgments, questioning Passing judgments, questioning

standards, & blamingstandards, & blaming

DescriptiveDescriptiveNonjudgmental & asking questions Nonjudgmental & asking questions

for informationfor information



ControlControl

Trying to do something to anotherTrying to do something to another

Problem OrientationProblem Orientation

Defining mutual problems & Defining mutual problems & seeking mutual solutionsseeking mutual solutions



ManipulationManipulation

Tricking others, ego-centric, & Tricking others, ego-centric, & hidden agendahidden agenda

SpontaneitySpontaneity

Being free of deception & having no Being free of deception & having no hidden motiveshidden motives



NeutralityNeutrality

Expressing lack of concernExpressing lack of concern

EqualityEquality

Having mutual trust and respectHaving mutual trust and respect



SuperioritySuperiority

Communicating with an attitude & Communicating with an attitude & condescendingcondescending

EmpathyEmpathy

Respecting the worth of the listenerRespecting the worth of the listener



CertaintyCertainty

Being dogmatic & needing to be Being dogmatic & needing to be right all the timeright all the time

OpennessOpenness

Being willing to experiment with Being willing to experiment with one’s own behavior, attitudes, and one’s own behavior, attitudes, and

ideasideas

Question?Question?

What does leadership have to What does leadership have to dodo

with a supportive climate?with a supportive climate?

What Comes First?What Comes First?

COMMUNICATIONCOMMUNICATION CLIMATECLIMATE

CLIMATECLIMATE COMMUNICATIONCOMMUNICATION

CommunicationCommunicationCompetenciesCompetencies

KKnowledgenowledge AAbilitybility SSkillkill AAttitudettitude

Effective communication is crucial to Effective communication is crucial to a supportive workplace climatea supportive workplace climate

Adaptive Leadership Adaptive Leadership (Situational Leadership-(Situational Leadership-

Hersey & Blanchard)Hersey & Blanchard)

Changing your leadership style Changing your leadership style based on the people you are based on the people you are working with, the nature of the working with, the nature of the task, the nature of the task, the nature of the organizational climate, and the organizational climate, and the values within your values within your organizational culture.organizational culture.

Adaptive Leadership Adaptive Leadership StylesStyles

DirectorDirector CoachCoach FacilitatorFacilitator DelegatorDelegator

Follower ReadinessFollower Readiness(competence/ability & (competence/ability & commitment/effort)commitment/effort)

Readiness level 1-follower lacks Readiness level 1-follower lacks skills and willingnessskills and willingness

Readiness level 2-follower lacks Readiness level 2-follower lacks skills but is willingskills but is willing

Readiness level 3-follower is Readiness level 3-follower is skilled but lacks willingnessskilled but lacks willingness

Readiness level 4-follower is Readiness level 4-follower is skilled and willingskilled and willing


The Director….The Director….

Tells people what to do, when to Tells people what to do, when to do it, and how to do it. No do it, and how to do it. No discussion. Gives instructions of discussion. Gives instructions of what to do, and then supervise. what to do, and then supervise.


The Coach…..The Coach…..

Tells people what to do, when to Tells people what to do, when to do it, and how to do it; however, do it, and how to do it; however, provides individuals with plenty of provides individuals with plenty of encouragement and support. encouragement and support.


The Facilitator…The Facilitator…

Includes employee in decision Includes employee in decision making process, seek their input, making process, seek their input, and listens to their thoughts and and listens to their thoughts and ideas. Not too directive. ideas. Not too directive.


The Delegator…The Delegator…

Tells individuals what needs to Tells individuals what needs to get done and let them do it. For get done and let them do it. For workers who know how to get the workers who know how to get the job done and are motivated to do job done and are motivated to do it. it.

Case StudyCase Study

The Practice of The Practice of LeadershipLeadership

Exercising appropriate social Exercising appropriate social influence.influence.

““The process by which people The process by which people successfully persuade others to successfully persuade others to follow their advice, suggestion, or follow their advice, suggestion, or order (Keys and Case).”order (Keys and Case).”

What motivates you? The What motivates you? The carrot or the stick??


Facilitate participative decision Facilitate participative decision making when appropriate.making when appropriate.

Make sense of information.Make sense of information. Work/life balance (stress).Work/life balance (stress). Manage conflict (Crucial Manage conflict (Crucial

Conversations)Conversations) Life long learning and development.Life long learning and development. Performance appraisals.Performance appraisals. Build relational rapport.Build relational rapport.


Providing constructive feedback.Providing constructive feedback. Feedback dimensionsFeedback dimensions

– Valence (positive or negative)Valence (positive or negative)– Timeliness (how quickly feedback is Timeliness (how quickly feedback is

given)given)– Specificity (level of detail contained)Specificity (level of detail contained)– Frequency (# of times feedback is Frequency (# of times feedback is

given)given)– SensitivitySensitivity


Goal setting.Goal setting. Goal specificityGoal specificity Goal difficultyGoal difficulty Participating in goal settingParticipating in goal setting Participation provides significant Participation provides significant

rewards such as increased rewards such as increased employee satisfaction, and greater employee satisfaction, and greater role clarityrole clarity

ObjectivesObjectives

To better understand the role of To better understand the role of leadership in daily organizational leadership in daily organizational interactions.interactions.

To demonstrate leadership To demonstrate leadership competency in various organizational competency in various organizational relationships.relationships.

To better understand the function of To better understand the function of communication in leadership communication in leadership relationships.relationships.

ContactContact

School of CommunicationSchool of CommunicationIllinois State UniversityIllinois State University

Lance R. LippertLance R. Lippert(309) 438-8869(309) [email protected]@ilstu.edu

Documents

Limiting the Risk of Leadership Communication Presenter:Lance R. Lippert