1. Leadership

2. Objectives Contrast and compare “management” and “leadership” Contrast and compare “management” and “leadership” Explain clearly the role of communication in “managing” and “leading”. Explain clearly the role of communication in “managing” and “leading”. Distinguish trait, behavioral and situational approaches to understanding leadership, and provide examples of each Distinguish trait, behavioral and situational approaches to understanding leadership, and provide examples of each Distinguish, and illustrate through examples, transformational and transactional leadership Distinguish, and illustrate through examples, transformational and transactional leadership

3. Leadership Leadership: Leadership: – Set direction by developing a vision of the future and align and inspire people to take personal ownership of this vision.

4. Management Managers: Managers: – Implement the vision and strategy provided by leaders. – Plan, coordinate and staff, handle day-to- day problems, ensure order and consistency, monitor results against plans

5. Communication Managers Leaders DirectMonitorControlRewardDiscipline InspireTransformExciteImpassionUnify

6. Communication Management & Leadership Management Management – Performance management: developing, direction, monitoring, providing feedback (rewarding and disciplining) Leadership Leadership – Creating the vision; securing widespread enthusiastic endorsement; incite passion for achieving organizational mission

7. Communication: Management Communicate: Communicate: – Work expectations & role responsibilities – Specific assignments and directions – Ongoing performance feedback (with praise or discipline) – Link work performed and unit and organizational objectives – Link organizational objectives and organizational mission

8. Barriers to effective communication Filtering Filtering “Jargon” “Jargon” Selective perception Selective perception Information/work overload Information/work overload Defensiveness Defensiveness Emotions/Stress Emotions/Stress Language & Culture Language & Culture

9. Enhancing Effectiveness of Communications Clear expectations Clear expectations Open and timely feedback Open and timely feedback Simple language (no “jargon”) Simple language (no “jargon”) Listen actively (paraphrase) Listen actively (paraphrase) Constrain emotions Constrain emotions Monitor you nonverbal cues Monitor you nonverbal cues

10. Communication: Leadership Clarity Clarity Consistency Consistency Common purpose Common purpose Praise & recognition Praise & recognition – Trust – Integrity

11. Leadership Traits Behaviours Situation (contingency) AmbitiousSelf-Confident Desire to Lead HonestyIntegrity Job relevant knowledge Initiating Structure Consideration Production Orientation Employee Orientation Leadership style must fit the person and situation WelchEnergeticEnergizerEdgeExecution (high self monitor)

12. Trait Approach No universal traits that predict in all situations No universal traits that predict in all situations Traits predict more in weak situations than strong situations Traits predict more in weak situations than strong situations Cause or effect? Cause or effect? Traits predict leadership, but not so well effectiveness as a leader Traits predict leadership, but not so well effectiveness as a leader

13. Behavioral Approach Specific behaviors distinguish leaders from non-leaders Specific behaviors distinguish leaders from non-leaders – Initiating structure – Consideration

14. The Managerial Grid Concern for Production 123456789123456789 1 2 34 5 6 7 89 Concern for People (1,9) (1,1) (5,5) (9,9) (9,1)

15. Contingency Approach The leadership behaviours which will be “most effective” will depend (are contingent) upon the situation (environment and the people). The leadership behaviours which will be “most effective” will depend (are contingent) upon the situation (environment and the people). – Formal power, task structure, leader-member relationship, stress, followers’ “readiness” – (e.g. Path-goal theory: Directive, supportive, participative, achievement oriented)

16. LMX (Contingency Theory) Leaders create “in-groups” and “out- groups” Leaders create “in-groups” and “out- groups” Subordinates in the “in-group” treated more favorably than those in the “out- group” Subordinates in the “in-group” treated more favorably than those in the “out- group” In-group members more satisfied, productive, more likely to remain with employer In-group members more satisfied, productive, more likely to remain with employer

17. Transactional & Transformational Leadership Transactional Transactional – contingent reward – management by exception Transformational Transformational – Charismatic & Inspirational – Intellectual stimulation – Individual consideration

18. Transformational versus Transactional Transformational builds on transactional Transformational builds on transactional – Effective leadership draws on both transactional and transformational approaches – More fundamentally, effective leadership is founded on: Trust Trust Integrity (honesty and truthfulness) Integrity (honesty and truthfulness) Respect Respect Competency Competency

19. Jack Welch: G.E. Vision Vision – Global Player – #1 or #2 in the market for all businesses – Learning culture (innovation) – Product Service

20. Jack Welch Transformational: – Intellectual stimulation? – Individual consideration? – Charismatic/inspiring? Transactional: - Contingent Reward

21. Leadership Does it always matter? Impact of Culture?