Kamey Krum-Howe 1
Comm 421
Final Exam
This exam will answer the following questions:
1. Which aspect of leadership presented through this class is most important to you? Make
sure to define, elaborate, and explain why you chose this aspect.
2. Choose an aspect of one chapter from the Leadership book and tow techniques from the
Group Participation book and explain how they work together and their importance.
3. How would you establish credibility with the company staff?
4. List, define, and elaborate the five sources of power.
The questions will be answered individually to demonstrate acquired knowledge, however, they
will work together to develop one aspect of leadership, credibility, completely.
Questions
The most important aspect of leadership presented through the class Leadership and
Communication and the book Leadership A Communication Perspective is credibility. The
essence of leadership is exercising influence. Credibility is the key to successful influence.
Credibility has been defined by Merriam-Webster as the quality or power of inspiring belief.
Credibility has several objective and subjective components, competence, trustworthiness
(character), and dynamism. “Competence can be defined as knowledge of the topic at hand,
intelligence, expertise, skill or good judgment …. Trustworthiness is another name for honesty
and consistency …. [and] Dynamism refers to perceptions of a source’s confidence, activity and
assertiveness” (Hackman & Johnson, 2009, pg. 167). Dwight Eisenhower’s leadership during
World War II is an example of how the components of credibility were used to successfully
influence world history.
Kamey Krum-Howe 2
Comm 421
“Power is defined as the ability to influence others” (Hackman & Johnson, 2009. pg.
159). Since the essence of leadership is exercising influence, and power is the ability to
influence others, and the key to successful influence is credibility, leadership would be
impossible without power working to enhance credibility. There are five sources of power:
coercive, reward, legitimate, expert and referent. The ability to administer punishment or to give
negative reinforcement is the bases of coercive power. For coercion to be most effective the
subject must be aware of expectations and know in advance the penalties for failure to comply.
An example of a leader using coercive power to build credibility would be, holding a group
member accountable to the established contract by not including them on an assignment after
having missed two meetings. The base of reward power is the ability to provide something of
value to others. The reward can be intangible (e.g. verbal praise) or tangible (e.g. monetary
raise), however, the reward must be perceived as desirable to be a motivator. “Legitimate power
resides in the position rather than in the person …. The amount of legitimate power someone has
depends on the importance of the position she or he occupies and the willingness to grant
authority to the person in that position” (Hackman & Johnson, 2009, pg. 141). A student will
comply when an instructor (the leader in the classroom) assigns a paper for credit because that is
a legitimate request, however, might not be willing to wash the instructors laundry for credit. As
a result of this request, the instructor could lose credibility as this could be seen as evidence of
the instructor’s poor character. Expert power, the contrast to legitimate power, is based on the
person not the position. Experts are highly influential in US culture because they supply needed
skills and information. Leaders can use expert power to build credibility such as Steve Jobs did
at Apple Computers. Referent power is based on respect, esteem and feelings of affection for
someone that is admired and takes a long time to develop. Referent power can be used by
Kamey Krum-Howe 3
Comm 421
leaders through their dynamism to inspire others to work harder and to make greater sacrifices.
Mike Krzyzeski, head men’s basketball coach for Duke University, is an example of a leader
who has established referent power which has enhanced his dynamism that has positively
increased his credibility.
Two techniques from Harvey Bertcher’s book Group Participation Techniques for
Leaders and Members that build and enhance credibility are, attending and information
management (seeking and giving information). “Attending is letting a group member know that
you are paying close attention to what he or she is saying or doing so that he or she will be
encouraged to continue” (Bertcher, 1994, pg. 19). The use of attending contributes to building
rapport with followers which builds credibility. Attending is done through several verbal and
nonverbal activities. Turn toward the member with a relaxed posture, lean slightly forward,
smile, look at them, and then listen. To make sure the follower realizes that you are listening ask
questions when you are not sure you understand what has been said. Acknowledge when the
member has made an important point by nodding your head and stating “yes” or “right”.
Listening cultivates in-depth understanding that communicates to members that they are
appreciated, this in-turn builds trust thereby increasing credibility. Information management is
used by leaders to, solve problems, build relationships, achieve clarity of communication, and to
give and receive feedback. Information management involves both seeking, attempting to add
new facts or knowledge to what is already known, and giving, giving facts or knowledge
regarding a topic that was unknown to the follower or group. A leader uses information
management to build credibility through simple familiar language. By using common, clear, and
understandable terminology a leader avoids the impression of distance between them and
Kamey Krum-Howe 4
Comm 421
followers. Inviting feedback signals trust and respect for followers. Information management
enhances credibility by promoting an atmosphere of information sharing.
As a newly hired leader I would establish credibility by employing the process of
impression management using the following set of behaviors: self-presentation, fostering
perceptions of trustworthiness, discovering myself, increasing skills and confidence, affirming
shared values, serving a purpose, developing capacity, and sustaining hope. Before ever being
hired a leader must identify their values, this will lay the foundation for consistent behavior. By
creating a leadership philosophy that identifies my values, I will be able to communicate with
employees using statements that reveal I am human with similar experiences, limitations, and
emotions thereby reducing distance. I would also incorporate the use of expert and legitimate
power by introducing my qualifications such as, job title, experience and education. Having
developed a leadership philosophy and communicated that to employees, will provide
opportunities to demonstrate behavioral integrity by matching what I say my philosophy is with
my actions; such as being committed to quality leadership and establishing 360 performance
reviews. I would reflect concern for employees by asking them to participate in decision making
which enables them “to protect their interests, reduces the likelihood that I will take advantage of
the situation, and signals trust and respect for their worth and standing in the organization”
(Hackman & Johnson, 2009, pg. 170). Bill Hybels has been quoted as saying “Everyone wins
when a leader gets better”. A leadership philosophy is nothing without the skills, competency,
and confidence to put beliefs into action. Leaders must continue to improve by reading, going to
seminars, and seeking out successful mentors. Employees, like leaders, must also continue to
develop skills, competency and confidence. As the new leader, I would give employees the
authority and latitude to make significant decisions, and provide them with educational
Kamey Krum-Howe 5
Comm 421
opportunities. This commitment to developing skills, competency, and confidence at all levels
provides “a common language with which we can collaborate” thus affirming shared values. As
the leader I would create a sense of direction for employees and communicate this direction by:
going first, such as volunteering to open another lane to wait on clients, staying in touch, making
meaning on a daily basis by sending consistent message about my philosophy by how I respond
to stressful events, establishing systems that create a sense of organizational purpose, and
handling failure and the loss of credibility by: accepting responsibility, admitting mistakes,
apologizing, taking immediate remedial actions, pay close attention to employee reactions, and
making amends or reparations. In this time of volatile business climate due to rapid
technological development and uncertain economic and social climate leaders must sustain hope
by demonstrating supportiveness, inspiration, and optimism.
This exam has developed the aspect of credibility by incorporating terms, concepts and
acquired knowledge. Credibility was defined and elaborated through examples. The five
sources of power were listed, defined and elaborated through connections to the aspect of
credibility. The two techniques, attending and information management, from the Group
Participation book were explored and their use in building and enhancing credibility was
explained. Knowledge power, credibility and the attending and information management
techniques were applied to the real life scenario of establishing credibility as a newly hired
leader.
Kamey Krum-Howe 6
Comm 421
References
Bertcher, H. J. (1994). Group participation: Techniques for leaders and members.
(2nd ed., pp. 19-36). Thousand Oaks, CA: Sage Publications, Inc.
Hackman, M. Z., & Johnson, C. E. (2009). Leadership a communication perspective.
(5th ed., pp. 137-172). Long Grove, IL: Waveland Press, Inc.
(n.d.). Retrieved from http://www.merriam-webster.com/dictionary/credibility