Lecture: Leadership and Leadership
Communication
Subject Learning Outcomes
• SLO 1: understand the theoretical foundations of communication
and apply these theories and practices in effective
communication and decision making in a business context
• SLO 2: demonstrate effective interpersonal, written, oral and
digital communication skills to diverse audiences, independently
and in collaboration with others (e.g., group report)
• SLO 3: identify and reflect on core communication skills needed
to be an effective business professional
In Our Tutorial = Final Exam Orientation
• Practice exam questions (integrating theory in practical
situations)
Reflection question:
Which leader are you?
• https://www.youtube.com/watch?v=tghjgOv4mKc
What is Leadership?
What is Leadership?
Sense of
vision and
goals
Making a
difference
Open communication
and motivation
Sense of
purpose
Taking
action
Ability to influence; ability to
listen and engage in dialogue
Emotional Intelligence is
Necessary in Leadership
Honesty
and
integrity
Openness
to criticism
Selfawareness
and social
awareness
Courage
and
developing
others
Management and Leadership
Order, structure,
stability, efficient
systems
Inspiring,
motivating,
constructing change
and innovation
Questions
• Are you a leader?
• Why do you (need to)
lead?
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)
Question
• What motivated
you to accomplish
your group
report?
• What motivates
you to work/
accomplish
things?
What are the
traits of an
effective leader?
Driven
Resilient
Persistent
Authentic
Risk taker
Has
integrity
What are the
traits of an
effective leader?
Trustworthy
Socially
competent
Knowledgeable
Confident
Communicator
Leadership and
Management
Grid
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
Sharing
• If there’s a blocker (a role where a member argues for too
long interfering the team’s progress) in your team, what
leadership style will work best? Why?
a. Authoritarian
b. Participative
c. Laissez faire
Sharing
• If your group mates are stubborn and lack commitment
and drive, what kind of leadership style suits you as a
group leader? Why?
a. Authoritarian
b. Participative
c. Laissez faire
Groupthink prevents
disagreement, constructive
criticism and full assessment
of alternatives
• No one wishes to be seen to be
out of step with the rest,
leading to poor group
performance
• Groupthink displays the
following:
– an illusion of invulnerability and a
readiness to ridicule critics
– a tendency to stereotype
outsiders
– a failure to express doubt
– social pressure to conform
– an illusion of internal harmony
Leveraging Diversity
• Diversity—differences in national origin, culture, religion, gender and
age—may increase the range of task-related knowledge, abilities and
experiences within a team
• Teams and organisations that value diversity can leverage the benefits
of diversity and minimise any problems by acknowledging diversity
and satisfying the needs of members to identify with the group and
feel a “sense of belonging”
• A team culture that views diversity as an opportunity enables team
leaders and members to learn from one another and leverage the
benefits of workplace diversity.
Transactional Leadership
Agree on
goals, focus on
tasks
Rational
problem
solving
Focus on
compliance,
achievement
and rewards
Contingency
of the
situation
Transactional Leadership
The Contingency Theory of Leadership (Fiedler,
1964)
Situational Leadership Model (Hersey &
Blanchard, 1982)
Leadership
style and
behaviour
Leaderfollower
relationships
Follower
characteristics,
readiness and
behaviour
Tasks
Situational Leadership Model (Hersey & Blanchard,
1982) – Four Situations
Remember laissez-faire
leadership? [supportive, high
competence]
Remember authoritarian
leadership? [directive; low
level of skills]
Situational Leadership Model (Hersey & Blanchard,
1982) – Decision Styles and Follower Behaviour
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).
“The Sound of the Forest”
This parable shows the essential qualities of leadership
and the acts that define a leader: the ability to hear
what is left unspoken. This parable provides 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
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
So, what kind of leader are you? OR What kind of leader do you
want to be?
• https://www.youtube.com/watch?v=urrYhnaKvy4