SPCOM227 Chapter Notes - Chapter 6: Syntactic Ambiguity, Hasty Generalization, Sitcom
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10 Aug 2016
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Chapter 6: Leadership and influence
Creditability
Ethos consists of high moral standards, intelligence, and other speaker
character traits
Through logic (logos), emotions (pathos) and personal characteristics
(ethos)
Dimensions and challenges of creditability
Competence: knowledge of topic at hands, intelligence, good judgement, skill
Trustworthiness: honesty and consistency
Dynamism: perceptions of source’s confidence, activity and assertiveness
Challenges:
Followers pay more attention to leaders than leaders do to followers
Leaders must respond to conflicting demands of multiple constituencies
Leaders often feel pressure to treat organizational “stars’ better than peers
May seek to improve performance by communicating high expectations that
turn out to be unrealistic
Following latest management fad can lead to gap between worlds and deeds
Leaders hired solely for technical competence may overlook importance of
interpersonal skills
Building creditability
Self-presentation behaviours: use statements that reveal you are “human” with
similar emotion, limitations and experiences as audience
Language: avoid technical jargon
Physical appearance and other nonverbal behaviours: dress appropriately for
profession
Five sets of behaviours that foster perceptions of trustworthiness in
manager-employee relationship:
1. Behavioural consistency: acting consistent over time so that behaviour is
predictable
2. Behavioural integrity: match what you say and do
3. Sharing and delegation of control: inviting participation in decision
making enables employees to protect interests
4. Communication: provide accurate information, supply explanations
5. Demonstration of concern: focus on their needs and interests
Discover yourself: know yourself in order to lay foundation for consistent
behaviour
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Appreciate constituents: deep understanding of values, needs and desires of
constituents
Affirm shared values: shared values as ‘internal compasses that enable people to
act independently and interdependently’
Develop capacity: followers need to develop skills and self-confidence to put
beliefs into action
Provide educational opportunities
Giving followers authority to make decisions
Helping followers believe in own abilities
Giving followers opportunity to make mistakes
Sharing information and feedback
Ensuring that everyone accepts responsibility for actions
Serve a purpose: creating sense of direction for group
Going first: take initial step
Staying in touch
Making meaning on daily basis
Story telling
Regaining lost creditability
Sustain hope: hopeful followers achieve high levels of performance
Compliance-gaining strategies
Verbal tactics that leaders use to get their way in face to face encounters
Friendly persuasion with:
oSupporting evidence
oOther benefit
oExchange
oReferent influence: appealing to how much target/actor have in
common
Restraints:
Less freedom to decide whether to engage in persuasion or not
Statuses of compliance seeker and target in organization are defined
Orgainzational influence agents aren’t free to pursue personal goals
Rules/culture of organization may favour some influence methods
Iron law of power: dictates that greater difference in power between influencer
and target of request, greater probability that direction strategies will be use
Managerial influence tactics: pg 173
Rational persuasion
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