Leadership Communication, 4th edition by Deborah J. Barrett
Leadership Communication in
an Organizational Context
Lectures Based on
Leadership Communication, 4th edition
By Deborah J. Barrett, Ph.D.
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Topics
❑ Classical approaches to organizations
❑ The human relations approach and role
of communication
❑ Managing supervisor-subordinate relationships
❑ Mentoring and coaching
❑ Networking
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Leadership Communication, 4th edition by Deborah J. Barrett
Three Classical Theories
Theorist and Theory
Taylor (1911) –
Scientific
Management
Major Characteristics
❖Scientific design of every task
❖Careful selection and training
of workers
❖Equal division of work and
responsibility
❖Fair pay
Fayol (1949) –
Administrative
❖Clear chain of command and
direction of communication
from top to bottom
❖Defined groupings of activities
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Leadership Communication, 4th edition by Deborah J. Barrett
The Three Classical Theories (continued)
Theorist and Theory
Weber (1947) –
Bureaucratic
Major Characteristics
❖Order through clear rules
and regulations
❖Preferred type of
authority—rational legal
❖Bureaucracy with clear
hierarchy and division
of labor
❖Objectivity in hiring,
promoting, firing
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Leadership Communication, 4th edition by Deborah J. Barrett
Human Relations Management
❑ Human relations management resulted from
challenges to the scientific management
approach and the shift in viewing workers as
part of a machine.
❑ The Hawthorne Studies—one of the of most
famous challenges, which consisted of
experiments conducted at Western Electric 1924 – 1933:
❖ The first study was designed to determine
the relationship of productivity to lighting
in the plant.
❖ This first study and the rest found personal
attention to the workers increased
productivity not the lighting.
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Leadership Communication, 4th edition by Deborah J. Barrett
McGregor’s Theory X and Y
❑ Theory X company is rigid and autocratic;
workers have part of the machine, needing
and preferring command and control, motivated
by money
❑ Theory Y company nurtures peoples’ instinct to
contribute and do their best; exemplified by
❖ Decentralization and delegation
❖ Job enlargement
❖ Participation and consultative management
❖ Performance appraisals
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Leadership Communication, 4th edition by Deborah J. Barrett
Communication in Organizations
❑ Is important and is needed –
❖ For the organization to function efficiently
and effectively
❖ For leaders to guide, motivate, move
organizations forward
❑ Should complement and be compatible with the
organizational structure, operations, and culture.
❑ Can be viewed as a linear, uni-direction process
(the classical top down) or as multi-directional
and interactive
❑ HR approach depends on – open, dynamic,
contextual, on-going, simultaneous
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Leadership Communication, 4th edition by Deborah J. Barrett
Leadership and Management
❑ Managers possess leadership abilities and
leaders often manage.
❑ What a manager and leader both do in an
organizational context:
➢ Manage resources (people, information,
environment, budgets)
➢ Influence people to direct their efforts toward
the achievement of a goal or goals
➢ Obtain the best out of subordinates
individually and collectively to achieve goals
effectively and efficiently
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Leadership Communication, 4th edition by Deborah J. Barrett
What Good Supervisors Do
to Motivate Subordinates Today
❑ Provide direct help, adequate resources, time
❑ Set clear goals and clarify where the work is
heading and why it matters
❑ Work collaboratively as a peer
❑ Make things more fun and relaxing
❑ Provide emotional support
❑ However, the most important motivators are
the following:
❖ Enabling people to move forward in their work
❖ Treating them decently as human beings
Source: Amabile and Kramer (20012). “Inner Work Life: Understanding the
Subtext of Business Performance.” Harvard Business Review.
12-9
Leadership Communication, 4th edition by Deborah J. Barrett
Primary Effects on Supervisor/
Relationships
Subordinate
1. Power—what kind and how is it used
2. Trust—from both sides; supervisor trusts
subordinate to do good work and subordinate
expects to be recognized and treated fairly
3. Communication—frequency and style, medium
4. Culture—the tone the organization set for such
relationships
5. Values and ethics—what does the individual
value and what guides his or her ethical
decisions?
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Leadership Communication, 4th edition by Deborah J. Barrett
Delegating: Keeping the
Monkey Off Your Back
1. Make appointments to deal with monkeys
2. Specify level of initiative
3. Agree on a status update
and provide feedback
4. Examine your own motives
5. Focus on results not process
6. Know and develop employees’
skills
7. Delegate to the lowest level
8. Explain assignments clearly and
provide needed resources
9. Foster trust
Source: Oncken and Wass. “Management Time: Who’s Got the Monkey?”
Harvard Business Review; Manager’s Toolkit. Harvard Business School Press, 2004.
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Leadership Communication, 4th edition by Deborah J. Barrett
Levels of Initiative Subordinates can take to
Help Keep Monkeys Off Boss’s Back
✓ Take independent action and
update boss through routine
procedure
Most
✓ Take independent action but
advise boss at once
✓ Recommend an action, get
approval, do it
✓ Ask what to do
✓ Wait until told what to do
Source: Oncken and Wass. “Management Time: Who’s Got the
Monkey?” Harvard Business Review; Manager’s Toolkit. Harvard
Business School Press, 2004.
Least
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Leadership Communication, 4th edition by Deborah J. Barrett
Mentor and Protégé Responsibilities
Mentor
❖ Provide guidance
❖ Create a positive,
open relationship
❖ Help protégé identify
problems and solutions
❖ Lead protégé through
problem-solving
processes
❖ Offer feedback
❖ Share stories,
including mistakes
❖ Come to each
meeting prepared
Protégé
❖ Shape agenda for the
relationship
❖ Establish realistic and
attainable expectations
❖ Be open in communicating with mentor
❖ Establish priority issues
❖ Don’t expect mentor to
be expert on everything
❖ Solicit feedback
❖ Come to each
meeting prepared
Source: www.sba.gov/smallbusinessplanner/manage/lead/SERV_MENTORING.html
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Leadership Communication, 4th edition by Deborah J. Barrett
Steps to Creating a Productive
Feedback Session
1.
2.
3.
4.
5.
Be well prepared for the feedback session
Create a receptive environment
Assume a comfortable demeanor
Start by setting the context for the meeting.
Move quickly into your main objectives, which
should not be so numerous they overwhelm
6. Ensure throughout that the receiver understand
your points
7. Finally close with next steps, with specific
actions and timing
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Leadership Communication, 4th edition by Deborah J. Barrett
The Grow Model as One Approach to
Providing Feedback
• Agree on topic
• Agree on objectives
• Set long-term aim, if
appropriate
Goal
• Commit to action
• Identify possible Wrap-up
obstacles
• Make steps specific
and define timing
• Agree on support
Reality
Options
Source: Max Landsberg, The Tao of Coaching
• Invite self-assessment
• Offer specific examples
• Avoid or check
assumptions
• Discard irrelevant history
• Cover full range of
options
• Invite suggestions
• Offer suggestions
carefully
• Ensure choices are
made
12-15
Leadership Communication, 4th edition by Deborah J. Barrett
A Leader’s Interpersonal Skills
Come to Play in Networking
❑ Leaders need to network
❑ Networking enhances careers
through connections made in
professional organizations
and events
❑ Networking provides
opportunities to expand
leaders’ spheres of influence
and increases their visibility
and potential impact
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Leadership Communication, 4th edition by Deborah J. Barrett
Networking: The One-Minute Introduction
❑ What is it?
A crisp, concise overview of our position in
an organization with some information about
the organization if unknown to listener
❑ Why is it important?
It demonstrates our professionalism and
pride in what we do
❑ When is it used?
Professional conferences, internal meetings,
other networking events, etc.
❑ Is it always the same?
No, because we tailor it to the event and
the listener
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Leadership Communication, 4th edition by Deborah J. Barrett
Networking: Ice Breakers or Small Talk
❑ Talking about the weather is not as bad as it
sounds; most people have something to say
about it
❑ It’s helpful to glance at the newspaper to pick
up current events before a networking event;
sports may be a good topic
❑ It’s wise to talk about positive topics that warm
people’s hearts and to avoid negative topics
❑ Using open-ended statements can help open
up the conversation
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Leadership Communication, 4th edition by Deborah J. Barrett
Overcoming Networking Fears
1. Realize that networking can be learned, and
everyone can become good at it
2. Practice your introduction
3. Find a friend to go with you to events.
Introducing your buddy can provide a nice
opening. You should try to separate from your
buddy at some point, but create a rescue signal
4. When you join others, do so politely (note that
it is usually best not to interrupt a private
conversation between two people)
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Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Summary
❑ The classical theories on organizations still
influence the structure and functioning of
many organizations today
❑ However, the human relations approach tends
to dominate management approaches, with
communication playing a major role
❑ The supervisor/subordinate relationship can be
effectively managed with the right tools
❑ Leaders carry the responsibility for motivating
others and for mentoring and coaching
❑ Networking increases a leaders’ reach and
ability to learn from and teach others
12-20
Leadership Communication, 4th edition by Deborah J. Barrett
High-Performing
Team Leadership
Lectures Based on
Leadership Communication, 4th edition
By Deborah J. Barrett, Ph.D.
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Topics
❑ Building an effective team
❑ Establishing team work processes
❑ Managing the people side of teams
❑ Handling team issues and conflict
❑ Helping virtual teams succeed
10-2
Leadership Communication, 4th edition by Deborah J. Barrett
Katzenbach’s and Smith’s Team Basics
Performance
Results
Skills
Problem
solving
Technical
function
Interpersonal
Accountability
Mutual
Individual
Small number
of people
Specific goals
Common approach
Meaningful purpose
Collective
Work Products
Commitment
Personal
Growth
Source: Katzenbach, J. R. and Smith, D. K., (1993). The Wisdom of Teams,
Boston: Harvard Business School Press.
10-3
Leadership Communication, 4th edition by Deborah J. Barrett
Establishing Team Work Processes
❑ Create a team charter
❑ Establish a team communication protocol
❑ Create action and work plans
❑ Conduct effective meetings
❑ Use common team problem-solving methods
10-4
Leadership Communication, 4th edition by Deborah J. Barrett
Creating a Team Charter
A charter should include the following:
❖ Project purpose/objectives
❖ Guiding principles (ground rules)
❖ Major tasks or action items
❖ Team members with role definitions
❖ Communication protocol
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Leadership Communication, 4th edition by Deborah J. Barrett
Developing a Team
Communication Protocol
When
Why?
Who?
How?
To whom?
10-6
Leadership Communication, 4th edition by Deborah J. Barrett
Establishing Team Action Plans
1. Establish your overall project goal.
2. Break the project down into phases.
Research
Current
Image
Determine
Value
Proposition
Develop
Marketing
Plan
3. Specify your team action steps for each phase.
4. Determine timing for each phase.
5. Create work plan actions linked to each phase.
10-7
Leadership Communication, 4th edition by Deborah J. Barrett
Creating Work Plans
Action item
Responsibility
Insert very
specific
action
items, steps
to be
included in
each highlevel action
plan phase.
Assign to
specific
person(s),
not the
entire
team.
End product
Due Date
Describe
as a
tangible,
completed
product.
Determine
the target
date for
completion.
10-8
Leadership Communication, 4th edition by Deborah J. Barrett
Managing the People Side of Teams
❑ Position and responsibilities
❑ Team experiences
❑ Expectations
❑ Personality
❑ Cultural differences
10-9
Leadership Communication, 4th edition by Deborah J. Barrett
Types of Team Conflict
1. Analytical – usually constructive disagreement
over issue or problem
2. Task – goal, work process, deliverables
3. Interpersonal – personality, culture,
communication styles
4. Roles – leadership, responsibilities, power
struggles
10-10
Leadership Communication, 4th edition by Deborah J. Barrett
Approaches to Handling Team Conflict
1. One-on-one – individuals work it out between
themselves
2. Facilitation – individuals work with a facilitator
3. Team – Individuals discuss it with the entire team
10-11
Leadership Communication, 4th edition by Deborah J. Barrett
Keeping Teams out of Trouble
1. Have an official team launch
2. Obtain any needed training in team management
3. Develop and post team ground rules and
expectations in team behavior
4. Educate team members on what to expect in
team development
Source: Adapted from Bens, I (1999). “Keeping Your Teams Out of Trouble.”
Journal of Quality and Participation, 22 (4): 45- 47.
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Leadership Communication, 4th edition by Deborah J. Barrett
Keeping Teams out of Trouble (continued)
5. Anticipate the roadblocks to team performance
early and deal with them
6. Use feedback among team members properly
and regularly
7. Provide feedback to the team leader on what is
working and what isn’t
8. Build in team process checks to monitor the
effectiveness of the team
10-13
Leadership Communication, 4th edition by Deborah J. Barrett
Virtual Team Needs
❑ An in-person meeting to launch the team
❑ More structure than a co-located team
❑ More time allowed for team processes
❑ Frequent communication and electronic meetings
❑ More attention to the people issues and a highsensitivity to cultural differences
10-14
Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Summary
Building and leading a high-performing team
requires the following:
❖ Skills, commitment, and accountability
❖ Common team work processes
❖ Understanding of the people side of teams
❖ Ability to handle team issues and conflict
10-15
Leadership Communication, 4th edition by Deborah J. Barrett
Meetings: Leadership
and Productivity
Lectures Based on
Leadership Communication, 4th edition
By Deborah J. Barrett, Ph.D.
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Topics
❑ Deciding when a meeting is the best forum
❑ Planning a meeting
❑ Conducting a productive meeting
❖ Reviewing purpose, end products, and agenda
❖ Establishing roles and ground rules
❖ Using common problem-solving methods
❖ Managing meeting problems and conflict
❑ Ensuring meetings lead to action
11-2
Leadership Communication, 4th edition by Deborah J. Barrett
Deciding When a Meeting is
the Best Forum
To determine if a meeting is the best forum, ask
yourself the following questions:
❖ What is the purpose? What do I hope to
accomplish?
❖ Will a meeting accomplish that purpose most
efficiently? Most effectively?
❖ Can I describe exactly the outcome I am
seeking from the meeting?
❖ Is our group more productive when we meet?
11-3
Leadership Communication, 4th edition by Deborah J. Barrett
Planning a Meeting
❑ Clarify purpose, objectives, and end products
❑ Decide on the following:
❖ Attendees
❖ Location, equipment, and room layout
❖ Materials needed before and during
❖ Meeting timing
❖ Decision-making approach
❑ Create the agenda
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Leadership Communication, 4th edition by Deborah J. Barrett
Clarifying the Purpose and End Products
❑ Before the meeting or at the beginning, write
out and agree on your purpose and objectives.
❑ Align those objectives with the expected endproducts.
❑ For example Objective
End products
▪ Identify major issues in
the case
▪ Determine possible
approaches to issues
▪ Assign tasks
▪ List of five issues
▪ Written approaches or
actions to find approaches
▪ Action items with
responsibility assigned
11-5
Leadership Communication, 4th edition by Deborah J. Barrett
Conducting a Productive Meeting
To conduct a productive meeting, you will need to
do the following:
❖ Review your purpose, end products, and agenda
❖ Establish roles and ground rules
❖ Use common problem-solving methods
❖ Manage meeting problems and conflict
11-6
Leadership Communication, 4th edition by Deborah J. Barrett
Establishing Roles and Ground Rules
Roles
Leader
Facilitator
Note taker
Timekeeper
11-7
Leadership Communication, 4th edition by Deborah J. Barrett
Using Common ProblemSolving Methods*
1. Brainstorming
2. Ranking or rating
3. Sorting by category (logical grouping)
4. Edward DeBono’s Six Thinking Hats
5. Opposition analysis (is/is not, pro/con)
6. Decision trees
7. From/to
8. Force field analysis
9. The matrix
10. Frameworks
*See appendix for discussions of some of the methods.
11-8
Leadership Communication, 4th edition by Deborah J. Barrett
Managing Meeting Problems
Problem
1. Confused
objectives and
expectations
Approach
❖ Create agenda that includes
objectives and end products
❖ Send agenda out ahead of time
❖ Review agenda at the
beginning of meeting
2. Unclear roles/
❖ Communicate roles and
responsibilities
responsibilities before or at the
beginning of the meeting
11-9
Leadership Communication, 4th edition by Deborah J. Barrett
Managing Meeting Problems (continued)
Problem
Approach
3. Confusion
❖ Separate leader and facilitator
between
process
and
content
❖ Call time outs for process checks
4. Drifting off
❖ Stop and review objectives
❖ If digression continues, suggest
❖ Continuing after meeting
❖ Placing topic on agenda for
next meeting or in “parking lot”
topic
11-10
Leadership Communication, 4th edition by Deborah J. Barrett
Managing Meeting Problems (continued)
Problem
Approach
5. Data confusion
or overload
❖Control versions of handouts
❖Create simplified data packs
❖Exclude data not relevant to
objectives
6. Repetition/
wheel spinning
❖Control the discussion by
reminding attendees of objectives
7. Time violations
❖Always start on time
❖Have a time keeper
❖Re-evaluate agenda topics/time
limits and build in cushion time
11-11
Leadership Communication, 4th edition by Deborah J. Barrett
Managing Conflict
High
Level of
assertiveness
Competing
Collaborating
Compromising
Low Avoiding
Low
Accommodating
High
Level of cooperation
Source: Adapted from Blake and Mouton, in Deborah Borisoff and David Victor,
11-12
Conflict Management: A Communication Skills Approach, p. 6.
Leadership Communication, 4th edition by Deborah J. Barrett
Ensuring Meeting Follow-up Occurs
❑ Assign specific tasks to specific people
❑ Review all actions and responsibilities at the
end of the meeting
❑ Provide a meeting summary with assigned
deliverables included
❑ Follow-up on action items in a reasonable time
11-13
Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Summary
❑ Unproductive meetings may occur if a meeting
is not the best forum to accomplish the tasks
❑ Ensuring productive meetings means you need
to plan the meeting carefully and conduct it with
skilled facilitation
❑ Meeting problems and conflict need to be
managed immediately and not allowed to linger
❑ To ensure needed actions occur following the
meeting may require some micro-managing
11-14
Leadership Communication, 4th edition by Deborah J. Barrett
Appendix:
Some Problem-Solving Methods
11-15
Leadership Communication, 4th edition by Deborah J. Barrett
Traditional Brainstorming
❑ Purpose: To generate a lot of ideas
❑ Characteristics:
❖ Each person is expected to contribute an idea
❖ Ideas are not to be evaluated or judged
❖ Ideas must be captured just as they are
❖ Quantity is what is important, not quality
❖ A facilitator’s role is to keep things moving
and make sure the scribe captures all ideas
❖ Brainstorming ends when the ideas stop
coming or when time runs out
11-16
Leadership Communication, 4th edition by Deborah J. Barrett
DeBono’s Six Thinking Hats
❑ Purpose: To encourage open and complete thinking about
a problem (parallel thinking)
❑ Characteristics:
❖ Each person figuratively wears a hat of the same color
and assumes the characteristics assigned to the color
❖ The colors are as follows:
➢ Red = Emotions
➢ White = Facts
➢ Yellow = Possibilities
➢ Black = Devil’s advocate
➢ Green = Creative solutions
➢ Blue = Evaluation of ideas
11-17
Leadership Communication, 4th edition by Deborah J. Barrett
The Matrix
❑ Purpose: To evaluate or diagnose problems, establish
positioning or approach, or determine level of difficulty
in making changes
❑ Characteristics:
❖ The matrix is usually a four box configuration with
each axis assigned an evaluative label
❖ An example would
be the skill/will matrix:
High will
Low will
Low skill
High skill
11-18
Leadership Communication, 4th edition by Deborah J. Barrett
Force-Field Analysis
❑ Purpose: To explore problems and develop
strategies for change
❑ Characteristics:
❖ First, the problem is described, and then
the situation as you would want it to be
is described.
❖ What emerges are two sets of forces, one
driving towards the desired goal and the
other pushing in the opposite direction.
❖ When the forces are found to be in
equilibrium, no change can occur.
11-19
Leadership Communication, 4th edition by Deborah J. Barrett
From/To
❑ Purpose: To establish accurate description
of a current situation with a matching list of
desired changes
❑ Characteristics:
❖ Particularly useful in a change situation
❖ Helps uncover problems and improvements
❖ Very useful in a team situation or idea
generating workshop
From
To
11-20
Leadership Communication, 4th edition by Deborah J. Barrett
Frameworks
❑ Purpose: To simplify or make a complex idea
more manageable, to capture visually the
elements of a complex problem, or to force
greater analysis
❑ Characteristics:
❖ Can be original (the best usually are since
then they are tailored to the problem)
❖ However, numerous frameworks exist,
which can save valuable time and ensure
comprehensiveness; thus, they should be
part of every facilitator’s tool kit.
11-21
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