1. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-1 LEADERSHIP: Theory, Application, Skill Development 2d Edition Robert N. Lussier and Christopher F. Achua This presentation edited and enhanced by : George W. Crawford Asst. Prof. of Mgmt. Clayton College & State University Morrow, GA 30260 georgecrawford@mail.clayton.edu

2. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-2 Chapter 6 Communication, Coaching, and Conflict Skills

3. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-3 Chapter 4 Learning Outcomes Oral message sending processOral message sending process Three parts of message receiving processThree parts of message receiving process ParaphrasingParaphrasing FeedbackFeedback Coaching modelCoaching model 5 Management conflict styles5 Management conflict styles Conflict resolution modelConflict resolution model

4. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-4 What is Communication?

5. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-5 What is Communication? Communication is the process of conveying information and meaningCommunication is the process of conveying information and meaning Effective communication involves the ability to transmit and receive information with a high probability that the intended message is passed from sender to receiverEffective communication involves the ability to transmit and receive information with a high probability that the intended message is passed from sender to receiver

6. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-6 What is Communication? The sharing of information between individual or groups to reach a common understanding in order to accomplish organizational goals and objectivesThe sharing of information between individual or groups to reach a common understanding in order to accomplish organizational goals and objectives

7. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-7 Is Communication an Important Leadership Skill?

8. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-8 Is Communication an Important Leadership Skill? Effective leaders are effective communicatorsEffective leaders are effective communicators Organizations with effective communications systems are more likely to be successfulOrganizations with effective communications systems are more likely to be successful An important part of a manager’s job is to give instructionsAn important part of a manager’s job is to give instructions

9. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-9 When you want to send a message, what is the first step you should take?

10. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-10 When you want to send a message, what is the first, very important, step you should take? Plan the Message

11. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-11 What Messages Should a Leader Plan?

12. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-12 What Messages Should a Leader Plan? All MessagesAll Messages –Oral, face-to-face –Oral, telephone –Written On paperOn paper E-mailE-mail Then review and edit or practiceThen review and edit or practice The activities will greatly enhance communications effectivenessThe activities will greatly enhance communications effectiveness

13. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-13 Plan Your Messages Purpose of message (goal)?Purpose of message (goal)? To whom (receiver)?To whom (receiver)? How (media)?How (media)? When (timing)?When (timing)? Where (setting)?Where (setting)? –Limit distractions (called noise)

14. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-14 Develop Rapport State Communication Purpose Transit Message Check Understanding Get Commitment / Follow Up Oral Message Sending Process

15. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-15 Who Has the Primary Responsibility to Ensure that a Message is Understood?

16. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-16 Who Has the Primary Responsibility to Ensure that a Message is Understood? The senderThe sender –Knows what the message is supposed to convey But this doesn’t let the receiver off the hookBut this doesn’t let the receiver off the hook –Must do everything possible to understand received messages

17. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-17 Message Receiving Process Listening Pay attention Avoid distractions Stay tuned in Don’t interrupt Watch nonverbals Ask questions Take notes Convey meaning AnalyzingThink Evaluate after listening Check Understanding Paraphrase Watch nonverbals

18. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-18 Don’t Forget to Analyze Analyze what?

19. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-19 Don’t Forget to Analyze Think about the messageThink about the message Translate it from symbols to thoughtTranslate it from symbols to thought –Words –Numbers –Graphs Analyze and EvaluateAnalyze and Evaluate

20. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-20 What is the Most Powerful Method to Ensure that Messages You Send are Understood?

21. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-21 What is the Most Powerful Method to Ensure that Messages You Send are Understood? Ask the receiver(s) to paraphraseAsk the receiver(s) to paraphrase –What in the world is “paraphrase”?

22. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-22 Paraphrasing the process of having the receiver restate the message in his or her own words to ensure that communication has taken place

23. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-23 2 Common Approaches to Getting Feedback (and why they don’t work) Send the entire message and assume it has been conveyed with mutual understandingSend the entire message and assume it has been conveyed with mutual understanding Give the entire message followed by asking “Do you have any questions?”Give the entire message followed by asking “Do you have any questions?”

24. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-24 Receivers have cultural barriers Receivers have cultural barriers Receivers feel ignorant Receivers are ignorant Reluctance to point out sender’s ignorance Reluctance to point out sender’s ignorance 4ReasonsWhyPeople Do Not AskQuestions4ReasonsWhyPeople AskQuestions

25. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-25 Paraphrasing Helps to Resolve These Problems There will still be problemsThere will still be problems But when paraphrasing is done correctlyBut when paraphrasing is done correctly –communication effectiveness improves drastically

26. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-26 Paraphrasing is One type of - - - (what) ?

27. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-27 Paraphrasing is One type of - - - (what) ? FeedbackFeedback –The process of verifying messages and determining if objectives are being met Then what in the world is “negative feedback”?Then what in the world is “negative feedback”?

28. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-28 Then what in the world is “negative feedback”? CriticismCriticism –No one really likes criticism –Effective leaders learn to deal with criticism directed at them The best leaders ask for itThe best leaders ask for it It helps them to improveIt helps them to improve Need to handle emotion and defensivenessNeed to handle emotion and defensiveness

29. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-29 So just what is this coaching thing all about? Little league?Little league? Soccer?Soccer? Debate?Debate?

30. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-30 So just what is this coaching thing all about? Little league?Little league? Soccer?Soccer? Debate Team?Debate Team? No but the concepts are much the same!

31. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-31 What is a Coach?

32. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-32 What is a Coach? A teacherA teacher Someone who shows an individual or team how to improve skills and performanceSomeone who shows an individual or team how to improve skills and performance –Is this ever a need in business or other organizations? So why do we always think in terms of some competitive activity?

33. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-33 Provide Modeling and Training DevelopSupportiveWorkingRelationship Make Feedback Timely, Yet Flexible Give Praise and Recognition GiveCoachingFeedback Give Specific Feedback Focus on Behavior Not the Person Don’tCriticize Avoid Blame andEmbarrassment Have Employees Assess Their Own Performance CoachingGuidelinesCoachingGuidelines

34. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-34 Coaching Feedback vs Criticism Coaching feedback is based on a good supportive relationship and on the follower doing a self-assessment of performance. It is specific, descriptive, and makes people feel like winners.Coaching feedback is based on a good supportive relationship and on the follower doing a self-assessment of performance. It is specific, descriptive, and makes people feel like winners. Criticism is judgmental and makes people feel like losers.Criticism is judgmental and makes people feel like losers.

35. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-35 What is an effective method of coaching?

36. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-36 Job Instructional Training (Coaching) Steps Preparation of the trainee Trainer presentation of the task Trainer performance of the task Follow-upFollow-up

37. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-37 Attribution Theory is used to explain the process managers go through to determine the reasons for effective or ineffective performance and deciding what to to about it

38. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-38 1. Describe CurrentPerformance 2. Describe DesiredPerformance 4. Follow Up 3. Get a Commitment to the Change ThePerformanceFormula(Coaching) Also works with conflict resolution ThePerformanceFormula(Coaching)

39. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-39 What is Mentoring?

40. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-40 What is Mentoring? A form of coachingA form of coaching Usually between an experienced manager and a young managerUsually between an experienced manager and a young manager –To develop the protégé –Helps to build mentor’s power base May be formal (assigned) or informalMay be formal (assigned) or informal –Informal seems to work best –Like most relationships, based on chemistry between participants

41. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-41 What is Conflict?

42. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-42 What is Conflict? A conflict exists whenever people are in disagreement and opposition

43. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-43 Conflict Management Styles High Concern for Others’ Needs Low Concern for Others’ and Own Needs High Concern for Others’ and Own Needs High Concern for Own Needs AccommodatingPassive You Win, I Lose CollaboratingAssertive You Win, I Win Negotiating NegotiatingAssertive You Win Some, I Win Some AvoidingPassive You Lose, I Lose ForcingAggressive You Lose, I Win

44. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-44 Why Should Leaders be Concerned with Conflict?

45. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-45 Why Should Leaders be Concerned with Conflict? Inevitable fact of life & leadershipInevitable fact of life & leadership Conflict Resolution is an important skill of leadershipConflict Resolution is an important skill of leadership So what is this thing called “conflict”?

46. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-46 Conflict: Good or Evil? Conflict occurs when two opposing parties have interests or goals that appear to be incompatible due to: –Strong differences in values, beliefs, or goals –Competing for resources and rewards –Leaders acting in a manner inconsistent with the vision & goals of the organization

47. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-47 Conflict: Good or Evil? Can be organizational (work related) or personalCan be organizational (work related) or personal –Personal can start as organizational –Personal is most difficult to resolve –Can become institutionalized Live on long after the protagonists have moved onLive on long after the protagonists have moved on Cause of conflict may not even be rememberedCause of conflict may not even be remembered

48. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-48 Conflict: Good or Evil? What are the Possible Positive Effects?

49. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-49 Conflict: Good or Evil? Possible Positive Effects: Increased effortIncreased effort Suppressed feelings get airedSuppressed feelings get aired Better understandingBetter understanding Impetus for changeImpetus for change Better decision makingBetter decision making Key issues surfacedKey issues surfaced Critical thinking stimulatedCritical thinking stimulated

50. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-50 Conflict: Good or Evil? What are the Possible Negative Effects?

51. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-51 Conflict: Good or Evil? Possible Negative Effects: Reduced productivityReduced productivity Decreased communicationDecreased communication Negative feelingsNegative feelings StressStress Poorer decision makingPoorer decision making Decreased cooperationDecreased cooperation Political backstabbingPolitical backstabbing

52. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-52 Conflict Management Styles AvoidingAvoiding –Passive –Ignore it –Lose-lose AccommodatingAccommodating –Passive –Cooperative (passive) –Lose-win ForcingForcing –Aggressive –To get own way –Win-lose

53. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-53 Conflict Management Styles NegotiatingNegotiating –Assertive –Horse trading –Win-win/Lose-lose CollaborativeCollaborative –Assertive –Cooperative (Active) –Win-Win

54. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-54 Initiating Conflict Resolution Model Step 1.Plan a BCF (Behavior, Consequences,Feelings) statement that maintains ownership of the problem. Step 2.Present your BCF statement and agree on the conflict. Step 3.Ask for, and/or give, alternative conflict resolutions. Step 4.Make an agreement for change.

55. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-55 What is a Mediator?

56. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-56 What is a Mediator? A neutral third party who helps resolve a conflictA neutral third party who helps resolve a conflict Acts as a facilitator or go- betweenActs as a facilitator or go- between Helps the parties resolve their conflictHelps the parties resolve their conflict

57. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-57 What is a Arbitrator?

58. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-58 What is a Arbitrator? A neutral third party who makes a binding decision to resolve a conflictA neutral third party who makes a binding decision to resolve a conflict May compromiseMay compromise May choose one side or the otherMay choose one side or the other A growing professionA growing profession –Top group: The Federal Mediation and Conciliation Agency

59. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-59 Discussion Question 1 What should be included in your plan to send a message?

60. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-60 Discussion Question 2 What are the three parts of a written outline?

61. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-61 Discussion Question 3 As an average, how many words should a sentence have, and how many sentences should there be in a paragraph?

62. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-62 Discussion Question 4 Which personality traits are associated with being close to feedback?

63. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-63 Discussion Question 5 What are the four guidelines to getting feedback on messages?

64. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-64 Discussion Question 6 What is 360-degree feedback and are many organizations using it?

65. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-65 Discussion Question 7 Should a supportive working relationship be a true friendship?

66. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-66 Discussion Question 8 Why doesn’t criticism work?

67. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-67 Discussion Question 9 Are all managers mentors?

68. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-68 Discussion Question 10 How do you know when you are in a conflict?

69. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-69 Discussion Question 11 What is the difference between functional and dysfunctional conflict, and how does each affect performance?

70. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-70 Discussion Question 12 What is meant by maintaining ownership of the problem?

71. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-71 Discussion Question 13 How is the BCF model used?

72. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 5-72 Discussion Question 14 What is the difference between a mediator and an arbitrator?