Communication and Historical and Contemporary Change Leaders: Europe (Supplemental Chapter not found in book) LDR 180: Leading Social & Cultural Change Northern Kentucky University Dept. of Political Science, Criminal Justice & Organizational Leadership 1 Quick Overview • Communication Basics o The Communication Process o Sender, Receiver, and the Message o Communication, Conflict & Change • Historical & Contemporary Change Leaders: Europe o Europe: • Angela Merkel • Bono 2 The Leadership Process (and What They Forgot to Tell You) • Leadership Process = a process whereby an individual influences a group of individuals to [try and] achieve a common goal” (Northouse, 2019, p.5). [Caption: Leadership (as a process of influence) is impacted by a leader’s power, which is also influenced by the relationships a leader has (i.e. with followers and/or others). Relationships also affect the amount of influence a leader has. Furthermore, communication affects the quality of relationships. So, for example, when relationships have more transparent high-quality communication, the relationships tend to be stronger. When relationships have less transparent and lower-quality communication, the relationships tend to be weaker.] • What no one tells you is that while you are leading others towards a common goal, variables and other factors affecting the influence process can change, making the leadership process challenging and, at times, unpredictable. • Thus, effective leadership is very much about guiding others through unfamiliar, everchanging situations and variables (often characterized by uncertainty among leaders and followers). (Levi, 2017) 3 Communication in Leadership • So, how does a leader effectively address situations that are challenging, unpredictable, unfamiliar, ever-changing, and uncertain? • Spoiler: Practice effective, clear communication while leading (easier said than done) • Researchers (and practitioners) know that effective communication helps to reduce uncertainty by providing information that can clarify expectations among those receiving the communication (Levi, 2017). • Knowing that more effective communication matters for effective leaders is the 1st (and easiest) step to take at improving leadership efficacy. • Practicing / applying effective communication is a more difficult 2nd step. (Levi, 2017) 4 Quick Communication Basics • Communication = ”The exchange of information between a sender and a receiver, and the inference (perception) of meaning between the individuals involved” (Kreitner & Kinicki, 2013, p.396). • The effectiveness of communication depends on the characteristics of the sender, the receiver, and the message. 5 Quick Communication Basics Sender Senders are more effective if they are credible and attractive to the audience. • Credibility • Credibility relates to perceived expertise & perceived trustworthiness of sender. • Credible speaker knows what they are talking about and have no motive to deceive. • Higher credibility for a speaker means they are likely more persuasive. • Lower credibility for a speaker may cause audience to believe opposite of the message (known as “boomerang effect”) • We see the “boomerang effect”: “Please don’t fling me in that briar patch” (Br’er Rabbit”) • Credibility is important if issue is about objective facts • Attractiveness • We often find people more attractive if they are similar to us in appearance, background, attitudes, lifestyle. • Attractiveness is important if issue is about subjective values or preference…(like voting for class officers in 7th grade – sometimes the most attractive / most popular candidates are chosen…regardless of their abilities). (Levi, 2017) 6 Quick Communication Basics Receiver Orgs. / Teams / Groups are often comprised of members from different backgrounds, so the message must be made understandable to a mixed audience. • Personality characteristics affect communication • Intelligence influences wording • Those with low self esteem are easier convinced • Different jargon can lead to miscommunication and feelings of being “left out” if a person doesn’t understand the jargon used. • Ex: “Have you made sure your RPT form is ready?” • Relationship to messages • Easier to communicate with someone who already basically agrees with the message • Low levels of disagreement between sender and receiver produce discomfort • High levels of disagreement between sender and receiver may cause receiver to view sender as not credible and to discount the message. (Levi, 2017) 7 Quick Communication Basics Message • The basic requirement of a message is that it be stated in a way that the audience will understand • Miscommunication is common in teams because teams can lack an awareness of others’ perspectives. ❑ The Message • Can vary in sophistication, emotion, aesthetics • Avoid jargon and one-sided messages • Rational arguments better with educated audience • Emotion and fear-arousing messages are persuasive (but this does not mean they are always correct) (Levi, 2014; Levi, 2017; Eagly, Wood, & Chaiken, 1978; Chaiken, 1979; Wilder, 1990; Goethals & Nelson, 1973; Kanter, 1977) 8 Communication, Conflict, and Change • What is Conflict? • Conflict: One party perceives its interests are being opposed or set back by another party ❑Conflict = a struggle • Conflict is based on perceived differences between people • This does not mean they are REAL differences…they are only PERCEIVED differences…and as a result, conflict ensues. • Conflict is inevitable • Conflict can be uncomfortable but is not always bad ❑Conflict is the catalyst that helps to bring on CHANGE (positive and negative change). • Communication plays a central role in handling conflict ❑Because COMMUNICATION helps people move from what is perceived to what is reality (through more information gained via communication). ❑One of the best ways to solve conflict is: ➢ TALK ABOUT IT. ✓ If you do not talk about things, it is much harder to resolve any CONFLICT. (Levi, 2017) 9 Change Agents: Angela Merkel Angela Merkel (1954 – present) – Chancellor of Germany (2005 – present) • Born in 1954 in Hamburg, Germany, to a Lutheran pastor father and an English teacher mother. She has two siblings. • Her family moved to East Germany in 1957 (4 years before the Berlin Wall was built separating East and West Germany until 1989; East and West Germany were reunited in 1990). • Her parents engaged her in lively political discussions at home, while Angela was also shy and reserved (often sitting in the back of the class), yet, self-disciplined, determined, and driven. • East Germany had a large secret police that watched closely over all citizens. Angela learned to keep her political opinions silent for the time being. • She studied Physics and eventually earned a doctorate in Chemistry. She was always on the search for reliable data. • She worked as a chemist for the Academy of Sciences in Berlin (the most prestigious university in East Germany) • • For her first 35 years of life in East Germany, many books were banned, newspapers were censored, travel forbidden, and one could be thrown in jail for no reason (or considered a political prisoner). This experience taught her to first observe, analyze, hold back her opinions until she was ready to give them. This characterizes her leadership style to this day. (Howell & Wanasika, 2019). • Fall of Berlin Wall (1989), German Reunification (1990) • November, 1989: Berlin Wall falls • Merkel became the spokesperson for the 1st democratically-elected prime minister of East Germany. • 1990: East Germany reunifies with West Germany forming “The Federal Republic of Germany” • Merkel was elected to the “Bundestag” (the German parliament) • Quickly introduced herself to German Chancellor (Helmut Kohl) and was later appointed as Minister of Women and Youth • Merkel, although still reserved and analytical as in her youth, gained confidence in her public role and became more direct. • 1994: Merkel appointed as Minister of the Environment • 1998: General Secretary of the Christian Democratic Union (CDU) – a political party • 2000: Became party chairperson of CDU • 2005: Elected Chancellor of Germany 10 Change Agents: Angela Merkel • Chancellor of Germany (2005 – Present) • Merkel’s quiet, analytical approach to leadership has endeared her to many Germans. • She is described as very tactical and flexible to evolving situations – always trying to gather as much information as possible to make the most informed decision possible (even when not all information is known). Some have described her as a tactical leader without a grand vision (instead, she has many smaller, nimble visions that evolve as situations develop and change). • This has endeared her to the German public who are suspicious of leaders with grand visions for their country (i.e. Adolf Hitler had a grand vision of an Aryan master race who would conquer the world). • The German public appreciates Merkel’s leadership approach where she quietly reacts in well thought out ways to developing international situations and domestic conditions (this is often in stark contrast to the volatile behavior of other world leaders). • Her foreign policy emphasizes strengthening Europe’s cooperation and international trade agreements. • She believes in strong competition of industry while also providing modest social spending (i.e. benefits to the elderly, sick and disabled, unemployed, and lowincome families). It is a difficult balance. (Howell & Wanasika, 2019). • Key Issues/Events during her Leadership: • 2010: Economic Crisis in European Union • Greece was unable to repay or refinance its government debt, or bail out its over-invested banks, while maintaining soaring government spending. (Greece asked for financial assistance from other European Union countries to avoid bankruptcy) • i.e. Wealthy people in Greece avoided paying taxes and the government spent too much. • Merkel’s response: • Insisted that Greek government should cut its government spending. • She supported plan for European Central Bank to assist Greece (and other countries: Portugal, Spain, Cypress, and Ireland) but only with European Union oversight of central banks and strict reductions in government spending – resulting in losses of employment. • This stabilized the European Union and prevented an economic catastrophe. • Lessons: • She is highly reliant on data and approaches problems methodically, looking at different aspects, making comparisons, developing scenarios, weighing risks, anticipating reactions, and addressing each one. • Her listening skills (and ability to show empathy) are very fine-tuned. 11 Change Agents: Angela Merkel • Key Issues/Events during her Leadership (cont.): • 2014: Russian aggression in Ukraine (annexing Crimean Peninsula from Ukraine illegally) • Appalled by the clear disregard for international law and national sovereignty of Ukraine, Merkel had a restrained response to Russian President Vladimir Putin. • Merkel refused to commit to a military response (this makes sense as many Russians and Germans have memories of war that destroyed their countries and caused suffering that took decades to heal). • Merkel opted for international financial sanctions against Russia (and she did so without cutting important economic ties with the two countries). • Merkel has kept a productive working relationship with Russian President Vladimir Putin. She might be the key contact between Putin and the rest of the Western world. • Merkel speaks fluent Russian and Putin speaks fluent German. • 2014: Malaysia Air Flight 17 (shot down over Ukraine with Russian weaponry) • Merkel encouraged more economic sanctions on Russia (particularly after the world watched Russian-supported separatists looting dead passengers’ belongings). (Howell & Wanasika, 2019). • Key Issues/Events during her Leadership: • 2015: Refugee Crisis • As millions of refugees fled the war-torn countries of Syria, Iraq, Afghanistan and Pakistan, Europe faced one of the largest humanitarian crisis in decades. • As other European countries closed their borders to the refugees, Germany admitted over 1 million refugees. • German social services were soon overwhelmed and public sentiment turned against Merkel; however, her experience as a child in East Germany -- and her hatred of walls and a continuous pursuit to facilitate freedom in all opportunities – supported her as Germany adjusted to and helped integrate the fleeing refugees. • Relations with other world leaders • Merkel is a master at developing and nurturing relationships with world leaders (many who may not agree with her stances) • Her objective, analytical, empathetic approach to leadership has led her to be named as the most powerful woman in the world (Forbes, 2019). 12 Angela Merkel • Here is a short video on how Angela Merkel rose from humble beginnings to become one of the most powerful and respected leaders in the free world. • Take note of her leadership style and how she has achieved social and cultural change in Germany since 2005. • (Angela Merkel’s Leadership – Video Clip) • https://www.youtube.com/watch?v=FE6gSLXM6LQ Reference The Economist (2017, Sept. 22). Angela Merkel’s Rise to Power In Five Steps [video file]. Retrieved July 20, 2020 from: https://www.youtube.com/watch?v=FE6gSLXM6LQ 13 Change Agents: Bono Bono (Paul David Hewson) – Irish singersongwriter (U2), philanthropist (1960 present) • Born in 1960 in Dublin, Ireland. • Youngest of 2 boys. • Suffered the loss of his mother at a young age (14). • Before he graduated from high school, he formed a rock band (“Feedback”, which eventually changed to “The Hype” before settling with “U2”) with the help of a classmate. • The band’s inability to play cover songs forced them to make a critical change: write their own songs. • Furthermore, Bono was not a gifted guitar player. He was so bad that it forced him to make another change: learn to sing. (Pollack & Belviso, 2018; Kootnikoff, 2012) • U2, Songwriting, Activism (1976 – present) • Bono writes the lyrics for the vast majority of U2 songs. • It took 4 years for U2 to sign with Island Records and release their debut album (“Boy”). • Their star rose quickly within the 1980s, first within Ireland, then Europe, and then the rest of the world. • U2 has sold over 150 million albums worldwide, while winning 22 Grammy awards (more than any other rock band). • Many songs are focused on social and political issues (poverty, inequality, AIDS, hunger – particularly in Africa, etc.) • His activism is profound, launching foundations and charity events around the world since the 1980s. 14 Change Agents: Bono • Lessons Learned: • Pay attention to the details. • Bono always tries to get the objective facts around any issue (easier said than done). • Bono’s sense of purpose and genuine interest in the details helps open the door to powerful people who help to make his goals a reality. • Find the best mentors. • He uses the most knowledgeable experts he can find to teach him what he needs to know so he can credibly promote his causes himself. • i.e. When he wanted to learn about foreign debt, he built a relationship with world-renowned economist Jeffrey Sachs (from Columbia University). • Take every opportunity to reinforce your message. • There is never a “down-time” when it comes to promoting a cause you believe in. • Bono promotes his causes whenever he gets the chance (from a concert to a coffee break). (Editors of New Word City, 2016) 15 Bono • Here is a video on Bono. • It is a very insightful look at his prolonged efforts to end poverty (among other things). • (Bono’s Efforts to End Poverty – Video Clip) • https://www.youtube.com/watch?v=EVWAuSKtrB4 Reference ONE (2017, Oct. 13). Bono: Ending Poverty is the ONE Thing We Can All Agree On [video file]. Retrieved July 20, 2020 from: https://www.youtube.com/watch?v=EVWAuSKtrB4 16 Sources • • • • • • • • • • • • • • • • Chaiken, S. (1979). Communicator Physical Attractiveness and Persuasion. Journal of Personality and Social Psychology, 37, 1387-1397. Eagly, A., Wood, W., & Chaiken, S. (1978). Casual Inferences About Communicators and Their Analysis. Journal of Personality and Social Psychology, 36(4), 424-435. Editors of New Word City (2016). Great Leaders: Bono. Boston, MA: New Word City. Forbes. (2019). The World’s 100 Most Powerful Women. Retrieved July 20, 2020 from: https://www.forbes.com/power-women/list/ Goethals, G., & Nelson, E. (1973). Similarity in the Influence Process: The Belief-Value Distinction. Journal of Personality and Social Psychology, 25, 117122. Howell, J., & Wanasika, I. (2019). Snapshots of Great Leadership (2nd ed.). New York, NY: Routledge. Kanter, R. (1977). Men and Women of the Corporation. New York, NY: Basic Books. Kootnikoff, D. (2012). Bono: A Biography. Santa Barbara: CA: ABC-Clio. Kreitner, R., & Kinicki, A. (2013). Organizational Behavior (10th ed.). New York, NY: McGraw-Hill. Levi, D. (2014). Group Dynamics for Teams (4th ed.). Thousand Oaks, CA: Sage Publications, Inc. Levi, D. (2017). Group Dynamics for Teams (5th ed.). Thousand Oaks, CA: Sage Publications, Inc. Northouse, P. (2019). Leadership: Theory and Practice (8th ed.). Thousand Oaks, CA: SAGE. ONE (2017, Oct. 13). Bono: Ending Poverty is the ONE Thing We Can All Agree On [video file]. Retrieved July 20, 2020 from: https://www.youtube.com/watch?v=EVWAuSKtrB4 Pollack, P., & Belviso, M. (2018). Who is Bono? London, UK: Penguin Group. The Economist (2017, Sept. 22). Angela Merkel’s Rise to Power In Five Steps [video file]. Retrieved July 20, 2020 from: https://www.youtube.com/watch?v=FE6gSLXM6LQ Wilder, D. (1990). Some Determinants of the Persuasive Power of In-Groups and Out-Groups. Journal of Personality and Social Psychology, 59, 12021213. 17
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