Leadership Communication
Workshop for BU1805
Let’s watch this video…
• https://www.youtube.com/watch?v=zeAEFEXvcBg
Communication at Work When Leading…
Interpersonal
Intercultural
Motivational,
rhetorical
Reflective,
phenomenological
Trust and
confidence
Identity &
belonging
Leadership Communication Practices
Mentoring as a Communication Practice
Those with experience and knowledge support
those with little experience and knowledge to
build skills and competencies and increase
productivity
Coaching as a Communication Practice
Directing and instructing people with the aim of
achieving some goals or developing skills that
produce results
Behavioral change and improved performance
Listening rather than instructing
Ensure commitment, clarity and competence
Honest and realistic
Open and respectful communication
A coach trains, empowers, counsels and
manages
Constructive feedback
Learning over compliance or imitation
Transformational (driven for change)
Who is coached must be an expert; who coaches
must motivate and inspire
Understanding Leadership Communication
Group
cohesiveness
(tasks and
relationships)
Differing
perceptions
Power and
authority
(expertise,
charm)
Motivation
(intrinsic,
extrinsic)
Flow (topdown, flat,
authentic)
Organizational Communication:
The Functional School (hierarchy)
The Montreal School (cultures in
interaction)
Leadership Behaviour
Leaders who
are respected
can lead better.
There’s less
conflict when a
leader
communicates
ideas effectively.
A leader who
has confidence
in his/her
followers is
respected.
When there’s
trust, there’s
productivity
and success is
achieved.
A leader is a
role model.
He/she walks
the talk.
He/she knows
how to serve.
Leadership
Styles
Transactional Leadership
Agree on goals,
focus on tasks
Rational
problem solving
Focus on
compliance,
achievement
and rewards
Contingency of
the situation
Business is
business
The Contingency Theory of Leadership (Fiedler,
1964)
Transformational Leaders
Able to integrate implications to
overall vision
Value results, relationships and trust
Aware of implications of initiatives
Evoke strong emotions, inspires,
empowers; self-actualization
High level of satisfaction and
commitment for change,
charismatic and proactive
To Transform
Bring change in form, nature,
function, condition, mindset
and/or behaviour
Parables of
Leadership
(Harvard
Business
Review, 1992)
“We have searched for ways to capture the unseen space of
leadership. The longer this search went on, the more we
found ourselves talking about lessons which one of us first
heard as a youth in the temples of Kyung Nam province of
Korea. These lessons came from Oriental masters who taught
the wisdom of life through parables, and they gave us a fresh
understanding of the essence of leadership. They provided us
with the inspiration and insights we needed to create parables
that could capture the unseen space of leadership.”
(Kim & Mauborgne, 1992).
“Fire and Water” and “The Wisdom of the
Mountain”
These parables show the essential qualities of
leadership and the acts that define a leader: humility
and the value of looking at reality from many vantage
points.
These parables provide an occasion for reflecting on
the essence of leadership as well as on one’s own work
and life.
Transformational Leaders
Acknowledge contribution of the team members
Transform followers by focusing on
organizational goals; focus on principles
Flexible structure
High degree of
expertise
Open culture,
value system
Coach and mentor
Transformational Leadership – Four Dimensions
Behaviour results
to admiration,
respect and trust
Encouraging
creativity and
innovation through
new/novel ideas
Idealized
influence
Inspirational
motivation
Intellectual
stimulation
Individual
consideration
Behaviour provides
meaning and
challenges; arouses
team spirit
Acknowledges
needs and treat
others with respect
A transformational
leader?
Visionary
Empathy
Inspires
Intellectual
Risk taker
but
humble
Has
integrity
Weaknesses of Transformational Leadership
Heroic leadership bias
Focus on the leader rather than
shared leadership
Risk to be
pseudo
Authentic
Leadership
Interpersonal/
intrapersonal
Modelling;
servant
leadership
Values
(fairness,
honesty,
unity)
Transparent;
balanced
processing
Selfregulation
Ethical;
moral
standards
Selfawareness
Leading with
conviction