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Chapter 7

CMN2148 Chapter 7: Master Document Chapter 7 Lecture, Key Terms and Summary
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Department
Communication
Course
CMN2148
Professor
Mary Hawkins
Semester
Winter

Description
Chapter 7: Leadership and Management Communications CMN2148 B Lecture Notes Objectives • Describe leadership from trait, style, transformational, discursive, and situational approaches • Distinguish between leadership and management • Clarify a personal “theory” of leadership • Understand leadership styles, strategic objectives, and tactics • Assess leadership strategies and tactics • Practice analysis capabilities and skills using cases, transcripts of meetings, and group activities • Relate leadership to organizational excellence • Understand the need for leadership from all organizational members • Describe principled and ethical leadership Situational Approaches; Paul Ersey & Kenneth Blanchard (1977) • Effectiveness of a particular leader was related to the leader’s selection of behavior appropriate to the maturity level of the follower group. Maturity was based on achievement, motivation, ability, education, experience, and the willingness to participate responsibly in goal-oriented activities Transformational Approach; Hackman & Johnson (2009) • “The transactional leader is most concerned with the satisfaction of physiological, safety, and belonging needs. To meet these needs, a transactional leader exchanges rewards or privileges for desirable outcomes…” o Transformational leaders are creative, interactive, visionary, empowering, and passionate Fundamental of Super-Leadership • Establishing a vision • Defining goals for the leader and for the followers • Reinforcing individuals for good performance • Using constructive contingent reprimands • Managing and facilitating change • Enhancing the self-efficacy of followers • Using models to teach desired and appropriate behaviors Leadership Vs. Management; Bennis and Nanus (1985) • Distinction between leadership and formal authority o The vision leaders provide is the clearest of all distinctions between leaders and managers o “Great leaders often inspire their followers to high levels of achievement by showing them how their work contributes to worthwhile ends. It is an emotional appeal to some of the most fundamental human needs.” • Challenges o Confronting Ethics and Failures o Changing Organizational Forms o Global and Multicultural Changes o Chaos, Flux and Speed o Inclusive-Participation Processes o Building Trust Determinants of Leadership Effectiveness • Communication Competencies o Knowledge, sensitivity, skills, and values must all be understood and developed for both individuals and entire organizations to be effective in our emerging information era • Predispositions for Leadership Communication o The knowledge, sensitivity, skills, and values we bring to particular situations • Strategic Communication Objectives for Leadership o The general game plans leaders employ for conducting communication based on personal preferences or predispositions and on assessments of the probable outcomes within particular contexts • Communication Tactics for Leadership 2 o Communication behaviors used to support authoritarian, participative, and avoidance preferences as well as to establish vision, manage meaning, generate trust, and communicate regard and success orientations Team Leader Principles 1. Avoid compromising the team’s objective with political issues. 2. Exhibit personal commitment to team goals. 3. Do not dilute the team’s efforts with too many priorities. 4. Be fair and impartial toward all team members. 5. Be willing to confront and resolve issues associated with inadequate performance by team members. 6. Be open to new ideas and information from team members. 7. Provide help to other team members when needed and appropriate. 8. Demonstrate high standards of excellence. 9. Stand behind and support team decisions. 10.Demonstrate courage of conviction by directly confronting important issues. 11.Demonstrate leadership in ways that contribute to the team’s success. 12.Respond constructively to feedback from others. Team Leader Behaviors for Decision Making 1. Trust team members with meaningful levels of responsibility. 2. Give team members the necessary autonomy to achieve results. 3. Present challenging opportunities that stretch the individual abilities of team members. 4. Recognize and reward superior performance. 5. Stand behind the team and support it Identifying Constructive Communication Behaviors for Leadership • Task Responsibilities o Leaders have task, procedural, and interpersonal responsibilities • Procedural Responsibilities o responsible for procedures such as goal setting, agenda making, discussion clarification, and both consensus and disagreement identification • Interpersonal Responsibilities o Leaders make significant contributions to the interpersonal dynamics of groups 3 Key Terms • Leadership; process for guiding individuals, groups, and entire organizations in establishing goals and sustaining action to support goals • Management; responsibility, specifically assigned by the organization, to direct and evaluate the work of others • Trait Approach; theory of leadership that assumed that leaders possessed innate traits that made them effective; commonly referred to as the “great man” theory • Style Approach; theories which attempt to identify a range of general approaches leade
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