LEADERSHIP COMMUNICATION:Communication & the Four Management Functions

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Leadership & Team Management MGMT 623

Lesson 23

LEADERSHIP COMMUNICATION

Communication is one of the most important processes that take place in any organizations. Effective

communication allows individuals, groups, teams and organizations to achieve their goals and perform

at a high level, and it affects virtually every aspect of organizational behavior.

One of the defining features of communication is the sharing of information with other people.

Another defining feature is reaching a common understanding. In this case, communication is the

sharing of information between two or more individuals or groups to reach a common understanding.

Reaching a common understanding does not mean that people have to agree with each other.

Communication is good or effective when members of organization share information with each other

and all parties involved are relatively clear about what information means.

Why is this important???

Effective communication is important in organizations because it affects practically every aspect of

organizational behavior. Good communication prevents many problems from occurring and serves as

motivation in an organization. Why it is important for leaders?

As a leader:

You need people to understand what you are talking about.

You must take into consideration other people's needs.

You need to be able to hear others opinions and ideas.

You need to organize and capitalize on the best ideas.

You need to delegate.

A good leader spend 70% of day on communicating to share vision, motivate team

members/employees, pass the information and build the relationship with other people.

How Communication Works:

Before communication can take place a purpose expressed as a message to be conveyed, is needed.

o It passes between a source (the sender) and a receiver.

o The message is encoded (converted to symbolic form) and is passed by way of some medium

(channel) to the receiver, who retranslates (decodes) the message initiated by the sender.

o The result is transference of meaning from one person to another.

The communication model is made up of eight parts: the source, encoding, the message, the channel,

decoding, the receiver, noise, and feedback:

o The source initiates a message by encoding a thought.

o The message is the actual physical product from the source.

o The channel is the medium through which the message travels.

o The receiver is the object to whom the message is directed.

o Decoding--the symbols in the message must be translated into a form that can be understood

by the receiver.

o The receiver is limited by his/her skills, attitudes, knowledge, and social-cultural system.

o Noise represents communication barriers that distort the clarity of the message.

o Feedback is the check on how successful we have been in transferring our messages as

originally intended.

Communications experts tell us that effective communication is the result of a common understanding

between the communicator and the receiver. In fact the word communication is derived from the Latin

"communis", meaning "common."

Communication & the Four Management Functions:

Planning:

· Gather information

Leadership & Team Management MGMT 623

· Write memos, letters, reports

· Meet to formulate plans

Organizing:

· Gather info about state of organization

· Communicate new structure

Directing:

· Communicate plan and strategy

· Motivate employees

Controlling:

· Feedback; "How we doing?"

Communication Principles:

o Communication has purpose

o Communication is continuous

o Communication is relational

o Communication is culturally bound

o Communication has ethical implications

o Communication is learned

Downward

Communication that flows from one level of a group organization to a lower level is a downward

communication. This is typically what we think of when managers communicate with workers.

Its purpose is to assign goals, provide instructions, communicate policies and procedures, provide

feedback, etc.

It does not have to be face-to-face or an oral communication.

Upward

o Upward communication flows to a higher level in the group or organization.

o It is used to provide feedback to higher-ups, inform them of progress, and relay current problems.

o Examples of upward communication are: performance reports prepared by lower management for

review by middle and top management, suggestion boxes, employee attitude surveys, etc.

Lateral

o When communication takes place among members of the same work group, among members of

work groups at the same level, among managers at the same level, or among any horizontally

equivalent personnel, horizontal communications are often necessary to save time and facilitate

coordination. In some cases, these lateral relationships are formally sanctioned. Often, they are

informally created to short-circuit the vertical hierarchy and expedite action.

o They can create dysfunctional conflicts when the formal vertical channels are breached, when

members go above or around their superiors to get things done, or when bosses find out that actions

have been taken or decisions made without their knowledge.

Communication Types:

Speaking Skills

Speeches/Lectures

Conversation

Counseling

Writing skills

Presentation/Briefing skills

Actions

Leadership & Team Management MGMT 623

Interpersonal Communication:

Oral Communication

o Oral communication is the chief means of conveying messages. Speeches, formal one-on-

one and group discussions, and informal rumor mill or grapevine are popular forms of oral

communication.

o Advantages are speed and feedback. A major disadvantage arises when the message must

be passed through a number of people. This increases the potential for distortion.

Written Communication

o Written communications include memos, letters, electronic mail, faxes, periodicals, bulletin

boards, etc.

o Advantages include that they are tangible and verifiable. A written record is available for

later use. People are more careful when communication is via written word.

o Drawbacks include: time-consuming, lack of feedback, and no guarantee of receipt.

Nonverbal Communication

o We send a nonverbal message every time we send a verbal one. At times the nonverbal

message may stand alone. They include body movements, facial expressions, and the

physical distance between sender and receiver.

o We use body language to convey a message and typically do unconsciously.

o The two most important messages body language conveys is the extent to which an

individual likes another and is interested in his or her views and the relative perceived

status between sender and receiver.

o Intonations can change the meaning of a message.

o Facial expressions convey meaning.

o Physical distance or the way individuals space themselves also has meaning.

o Proper physical spacing is dependent on cultural norms.

Barriers to Effective Communication:

Filtering

o Filter refers to a sender's purposely manipulating information so it will be seen as more

favorable by the receiver. For example, telling the boss what she wants to hear.

o The more levels in an organization's structure, the more opportunities there are for

filtering. Being reluctant to give bad news, or trying to please one's boss distorts upward

communications.

Selective Perception

o Receivers in their communication process selectively see and hear based on their needs,

motivations, experience, background, and other personal characteristics.

o Receivers project their interests and expectations into communications as they decode

them.

Information Overload

o When the information we have to work with exceeds our processing capacity, the result is

information overload.

o The result is they tend to select out, ignore, pass over, or forget information. Or they may

put it aside until the overload situation is over. The result is lost information and less

effective communication.

Emotions

o How a receiver feels at the time a message is received will influence how he or she

interprets it. Extreme emotions are likely to hinder effective communication.

o During those times we are most likely to disregard objective thinking and substitute

emotions for judgments.

Leadership & Team Management MGMT 623

Language

o Words mean different things to different people. English--our common language--is far

from uniform in usage.

o Individuals interpret meanings in different ways. For example, incentives and quotas are

often perceived as implying manipulation causing resentment among lower levels of the

organization.

Communication Apprehension

o An estimated five-to-twenty percent of the population suffer from communication

apprehension. They experience undue tension or anxiety in oral and/or written

communication. They may find it difficult to talk with others face-to-face or on the

telephone.

o Studies show those affected with communication apprehension avoid jobs where

communication is a dominant requirement.

Managers need to be aware there is a group of people who severely limit their communications with

others and rationalize the behavior telling themselves it is not necessary for them to do their jobs

effectively.

Overcoming and Preventing Communication Barriers:

o Be sensitive to the fact that cross-cultural communication barriers exist.

o Challenge your cultural assumptions.

o Show respect for all workers.

o Use straightforward language, and speak slowly and clearly.

o Look for signs of misunderstanding when your language is not the listener's native

language

o When the situation is appropriate, speak the language of the people from another culture

o Observe cross-cultural differences

o Do not be sidetracked by style, accent, grammar, or personal appearance

o Be sensitive to differences in nonverbal communication

Formal vs. Informal Communication

Formal Communication: Formal reporting relationships in an organization reflect one type of

organizational communication network. Formal reporting relationships emerge from the chain

of command established by an organization's hierarchy. Communication flows up and down

the hierarchy of the organization from superiors to subordinates and vice versa.

Informal Communication: Informal communication is more spontaneous communication

occurring without regard for the formal channels of communication.

Nonverbal Behaviors of Communication:

o Eye contact

o Facial Expressions

o Gestures

o Posture and body orientation

o Proximity

o Vocal

Nonverbal Communication:

o We send a nonverbal message every time we send a verbal one. At times the nonverbal

message may stand alone. They include body movements, facial expressions, and the

physical distance between sender and receiver.

o We use body language to convey a message and typically do unconsciously.

o The two most important messages body language conveys is the extent to which an

individual likes another and is interested in his or her views and the relative perceived

status between sender and receiver.

o Intonations can change the meaning of a message.

Leadership & Team Management MGMT 623

o Facial expressions convey meaning.

o Physical distance or the way individuals space themselves also has meaning.

o Proper physical spacing is dependent on cultural norms.

Effective communication occurs only if the receiver understands the exact information or idea that the

sender intended to transmit.

Keys to Effective Communication:

Who is the audience?

Have you targeted them correctly?

Can you push the right buttons?

What is your message?

What is the desired affect?

Clarity/Conciseness

Honesty/Knowledge/Expertise

Some Dos and Don't during communication

Don't

Have sad/bored face

Smile

Have a creepy stare!

Look them in the eye

Act bossy, as if you are above others

Look them in the eye Invade their space

bubble

Take charge

The Communication Planning Process:

Before communication can take place a purpose expressed as a message to be conveyed, is needed.

o It passes between a source (the sender) and a receiver.

o The message is encoded (converted to symbolic form) and is passed by way of some

medium (channel) to the receiver, who retranslates (decodes) the message initiated by the

sender.

o The result is transference of meaning from one person to another.

The communication model is made up of eight parts: the source, encoding, the message, the

channel, decoding, the receiver, noise, and feedback:

o The source initiates a message by encoding a thought.

o The message is the actual physical product from the source.

o The channel is the medium through which the message travels.

o The receiver is the object to whom the message is directed.

o Decoding--the symbols in the message must be translated into a form that can be

understood by the receiver.

o The receiver is limited by his/her skills, attitudes, knowledge, and social-cultural system.

o Noise represents communication barriers that distort the clarity of the message.

o Feedback is the check on how successful we have been in transferring our messages as

originally intended.

Models of Communication:

Action Model: Sender to Receiver

Interaction Model: Receiver gives feedback to Sender

Transactional Model: Both Sender and Receiver are in simultaneous communication

Communication in Organization: Communication is a process that links the individual, the group,

and the organization.

There are three common small-group networks: the chain, wheel, and all-channel.

Leadership & Team Management MGMT 623

o The chain rigidly follows the formal chain of command.

o The wheel relies on the leader to act as the central conduit for all the group's

communication.

o The all-channel network permits all group members to actively communicate with each

other.

The effectiveness of each network depends on the dependent variable with which you are concerned.

No single network will be best for all occasions

Major Problems of Organizational Communication:

o Employees don't trust leaders

o Leaders resist hearing the truth

o Info filtered by chain of command

o Different goal/perspectives

Communication and Leadership:

o Effective leaders are also effective communicators.

o To be effective, the leader must synchronize verbal and nonverbal behavior.

o Technology has had a meaningful impact on leaders' communication and coordination

"In areas of leadership there is no talent more essential than one's ability to communicate."

Guarino (1974, p. 1)

The Leader as Communication Champion:

· Establish credibility

· Build goals on common ground

· Make your position compelling to others

· Connect emotionally

Strong relationships are built on mutual understanding. Leadership is a dialogue, not a monologue

Dialogue requires listening to others and sharing of yourself

Personal credibility: do what you say you will do.

Through effective communication, relationships are built, trust is established, and respect is gained.

Reducing Communication Barriers:

Leaders must have a plan that can be used to reduce barriers to effective communication through;

Establishing effective interpersonal relations

Managing position power

Being an active listener

Acquiring feedback

Displaying empathy

Applying ethics to the conversation

Speaking Hints:

When speaking or trying to explain something, ask the listeners if they are following you.

Ensure the receiver has a chance to comment or ask questions.

Try to put yourself in the other person's shoes - Consider the feelings of the receiver.

Be clear about what you say.

Look at the receiver. Make sure your words match your tone and body language (Nonverbal

Behaviors).

Vary your tone and pace.

Do not complicate what you are saying with too much detail.

Do not ignore signs of confusion.

Leadership is about listening:

· Hearing

· Understanding

Leadership & Team Management MGMT 623

· Remembering

· Interpreting

· Evaluating

· Responding

· Hearing

Leaders and Communications

Leaders articulate and define what has

previously been unsaid. Communications

creates meaning for people. It's the only

way any group, small or large, can

become aligned behind the overarching

goals of an organization

Warren Bennis and Burt Nanus

Leaders

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