TRANSFORMATIONAL

LEADERSHIP
THROUGH EFFECTIVE
INTERNAL
COMMUNICATION

NOVIA UTAMI 15/387202/PEK/20752

SYLVIA PRETTY TULUS 15/387202/PEK/20752
Chapter Objectives
Select appropriate leadership style and know how to
communicate as a transformational leader

Recognize the strategic and cultural role of employee

communication

Establish effective internal communication

Use missions and visions to strengthen internal communication

Design and implement effective change communication

Preface

One of the major leader responsibilities is

communication with employee

Effective internal communication provides

organizational direction and employee motivation

Internal communication requires leaders to use

all their best leadership communication abilities

Focus chapter on establising effectively internal

leadership communication
Selecting the Best Leadership Style to
Connect with Internal Audiences

Highly Highly
Positive
negative positive
 Visionary Leadership Style
Moves people toward shared dreams

Inspire others; Transformational leaders

Articulate a purpose and goals that appeal to those they lead

Appropriate when changes require a new vision

 Coaching Leadership Style
Connects what a person wants with the
organization’s goals

Provide a strong, mentoring culture

Place importance on training and development sessions

To help employee improve performance by building capabilities

 Affiliative Leadership Style
Creates harmony by connecting people to
each other

Involved in interactions with employees, value people

Takes time, deep understanding of the employees

To heal rifts in a team, motivate during stressful time,

strengthen connections
 Democratic Leadership Style
Values people’s input, gets commitment
through participation

Survey employees, establish method to obtain employee input

Good listeners and collaborators, recognize their own limits

Takes time, cumbersome in large organizations, create

frustation and problems in execution

To build buy-in or consensus, to get valuable input from

employees
 Pacesetting Leadership Style
Meets challenging and exciting goals

Hard-driving, pushing the organization to

excel

Not likely to hold open forums, make decision on their own

To get high-quality results from a motivated and competent

team
 Commanding Leadership Style
Soothes fears by giving clear direction in an
emergency

“Do it because I say so”

It may work temporarily in some situations

In a crisis, to kick-start a turnaround, or with problem

employees
 The tStyle
ly
of Transformational Leaders
Mos y
si o nar
vi

When Communicating with

Transformational Leader
Internal Audiences

• Emphasize new • Authenticity and

possibilities and promote Credibility [Positive Ethos]
a vision
• Emptional intelligence
• Connect effectively with
the employee • Mentoring and coaching
abilities
• Inspire and motivate the
employee
Recognizing the Strategic and Cultural
Role of Employee Communication
Transformational leaders influence internal mindset, culture among
the people, and culture beyond of the organization.

Primary •
•
Leaders pay attention
Leaders reaction
•
•
Delibrate
Delibrate role modeling
Leaders allocation

Mechanism • Leaders allocate

resources •
rewards
rewards and
and status
status
Leaders recruit

• Organizational design and

Secondary
• Design of the physical
structure
space
• Organizational systems
• Stories about important

Mechanism
and procedures
event
• Rites and rituals of the
• Formal statements
organization
 The Objectives of Effective Employee
Communication
Educate employees in the organization’s culture, vision, goals

Motivate employee support for the organization’s goals

Encourage higher performance, discretionary effort to achieve

goals

Limit misunderstandings and rumors

Align employees to achieve organization’s performance

objectives
 Establishing Effective Internal Communication

Supportive
Management

On-going
Targeted Well-positioned
Assessment
Messages Staff

Effective Media/
Forums
The High-
Performing
Organization
Exhibit 13.2
 Definition of Model Components
Component Definition

Supportive Leaders need to demonstrate if the organization wants

Management employee to se communication is important

Leaders need to analyze their many internal audiences and

Targeted Messages
understand the messages to send which internal audience

Effective Leaders need to look critically at the media, decide when using
Media/Forums different media, and survey employees

Communication staff must be positioned close to the most

Well-Positioned Staff important bussiness issue and decisions, involved in the
strategic and business planning processes

The organization should evaluate communication effectiveness

Ongoing Assessment
as part of performance and give appopriate recognition
Using Missions and Visions to Strengthen
Internal Communication

Missions, visions, values, and guiding principles are major strategic

messages to ensure employees understand.

Questions for Create Effective Missions and Visions

Why are Missions and Visions
Important?

They inspire individual action, determine behavior, and fuel motivation

They establish a firm foundation of goals, standars, and objectives to

guide planners and managers

They satisfy both the organization’s need for efficiency and the
employees’ need for group identity

They provide direction to keep everyone moving toward the same goals
What are Missions and Visions?

United Way
United Way
“We eill build a stronger America by
“To improve lives by mobilizing the
mobilizing our communities to
caring power of communities.”
improve people’s lives.”
When are they most effective?
• Inspirational and suggestive
• Clear, making sense
• Stable but flexible enough
• Beacons and controls
• Aimed at empowering employees first

• Suggest goals and provides a

direction
• Inspire and prepares for the future
• Applies specifically to the company
How do organizations build them?

Three approaches to building a Steps to Build:

vision (Todd Jick):
 Create the
Initial Draft

For the Mission • For the Vision

• What does it take for us?

• What do we do? Why do we exist? • What will it take in the future?
• What are our core products? • What are our current strenghts and
• What our collateral products? weaknesses?
• Why is what we do important? • What are our major opportunities and
• What if our organization no longer treaths?
existed? • How might we increase the value?
• What is our value proposition? • What do we want to become?
• How do we want competitors?
 Clarify the
Meaning

Word of Phrase Means Does Not Means

A certain market share
Market Leader Reconized by peers for innovation
percentage
Fast, high-quality, free from defects, The fastest with complete
High-Performing low maintenance, compatible with compatibility with all other
industry standards hardware
Cost-Effective Competitive Lowest cost
Peripheral computer equipment
Central computing, client server, such as printers, scanners,
Computer Products
hardware with service and support for external drives, and so forth,
and Services all our manufactured products with services and support for
other companies’ products
Success for interfaces and
Success for critical enterprise-wide
Systemwide Succes hardware
compatibility with all other
manufactured products
 Tell the
World

More than Concise

Meaningful
a slogan enough
 Develop the
Strategic
Objectives

Design to help:
• Accomplish the vision
• Bring a sustainable
competitive advantage

Relationship of Mission to Vision to Strategic Objectives

 Hold
Hold
Meetings
Meetings
with
Employees

A way to involve employees in discussing and even refining the

mission and vision
Major reasons in interactive meetings to develop the vision:

1. To begin to build support for it

2.To make the employees feel part of the process

3.To break down any barriers to change

4.To allow leaders to obtain important input

 Designing and Implementing Effective Change
Communication

Leaders must confront the challenges of reaching the

employees through effective leadership communication

Leaders need to decide how much communication will be enough

and to establish how to manage the change communication
effectively

Transformational leadership
approach to change communication

Determining the Scope of Structuring a Communication

Change Communication Program for Major Change
 Determining the
Scope of
Change
Communication

Questions to Establish the Level of Change

• Is the proposed change a major transformation for the organization or

does it only consist of incremental adjustments?

• Does the change involve the entire organization or is it focused on one

group or a narrow process?

• How many peolple in the organization will be involved and affected?

 Determining the
Scope of
Change
Communication

Level 3: Major

All of strategic
Level 2: Strategic program plus
employee work-
Strategic shops to redefine
Level 1: Basic messages, using work habits and
all vehicles but change employee
Targeted, relying primarily
strategic behavior at all levels
on interactive with frequent
messages, meetings with
mostly one- program and
periodic program performance feedback
directional, and performance
with periodic and assessment
assessment
assessment
 Structuring a
Communication
Program for Major
Change

Phases

Activities • Form change • Make adjustments

communication • Hold vision and in messaging and
team (CCT) strategic plan
• Assess current objectives
meetings • Continue to
communications reinforce change
• Develop change • Begin message messages
communication campaign
• Conduct job
strategy (media, • Launch cascading redefinition
messanges, employee change meetings
timing, meetings
spokespersons) • Measure results