Scribd
Upload
33 views

Lesson 4 Leadership Communication

Uploaded by

dennissextanchoco
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
33 views

Lesson 4 Leadership Communication

Uploaded by

dennissextanchoco
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 17

Leadership & Communication

LEADERSHIP STYLES:

1. Authoritative/autocratic:

• Leader informs employees what is to be done and how it is to be performed—


closed system

• The manager's way is the best, and employees need not think of another way to
complete the task.

• This inhibits employees from thinking for themselves. They lose interest and
initiative. Ambition, imagination, and involvement in daily job will be diminished
or lost.
2. Participative/democratic/consultative/permissive/empowered management:

• Includes one or more employees in the decision-making process, with the


leader maintaining the final decision-making authority—open system

• Views employees as eager to do a good job and equipped with the skills to do
so

• Believes employees will become more motivated if left alone to do their job

• Input is sought from employees to help solve a problem or tackle a project.

• Employees are consulted about tackling a project. When in agreement, an


employee is assigned to the project and needs to complete it within a specific
time frame. The employee decides how the project is to be accomplished.
• Information must flow freely between manager and employee. Good ideas need
to be explored, no matter who thinks of them.

• Employees are allowed to think for themselves and make worthwhile


contributions to the organization.

• Atmosphere is created of mutual confidence in which the employee can call on


the manager when necessary with no fear of reprisal.

• It is similar to active learning which is more effective than passive learning.


Employees work out solutions to problems and projects more effectively than
giving them the solutions.
3. Delegative:
• Leader confers the decision-making ability to the employees, with the leader
still responsible for the decisions made by the employees—free reign or laissez
faire system

4. Combination:
• All three styles are used, depending on the issues involved—generally an
indication of a good leader
• Management involves planning and budgeting, organizing and staffing, controlling, and
problem solving.

• Leadership involves establishing direction, aligning, motivating, and inspiring people.

• Establish direction: A vision of the future of the organization is established and strategies
are developed and implemented to bring the organization closer to that vision.

• Align people: Communicate the vision and strategies to other people using words and
deeds so that the vision and strategies are understood and accepted.

• Motivate and inspire: Energize people to implement the vision and strategy changes by
satisfying basic needs (achievement, belonging, recognition, self-esteem, and a control of
one's life) that may go unmet.
COMMUNICATION

• Effective laboratory operation depends on individual specialists working as an


effective team within the health care system of professionals

• Communication is a key to an effective laboratory


• Verbal communication: Using sounds, words, speech, and language to
interact between individuals and to groups
• Nonverbal communication: Using touch, body language, timeliness, and
personal space to convey interaction and listening attentiveness with
others
• Paraverbal communication: Messages transmitted through the tone,
pitch, and pacing of the voice
• Informative communication: Using data, instructions, and knowledge to
convey information to others
• Communication styles can be:
• affective (emotional)
• imaginative (perceived image)
• persuasive (inducing or commonly accepted)
• ritualistic (cultural or routinely established)
• Active listening requires the listener to be attentive to the communicator and is
a structured way of responding to others.

• Suspending one’s own frame of reference, using good judgment, and


avoiding other activities will focus the listener on evaluation of what the
communicator is conveying.

• Roadblocks to active listening are performing other tasks and multitasking


during the communication process
Communicating

1. Face-to-face spoken communication


Advantages:
• Immediate message conveyed
• Feedback immediate
• Can determine other factors: body language, tone of voice, eye contact, and
implied meanings

Disadvantages:
• Cannot save the communication
• Receiver interpretation of message may be different from that of speaker's
intentions.
• Body language, tone of voice, eye contact may confuse recipient or sender.
• Cannot retract spoken words
• Gender, age groups, ethnicity, professional, emotional state, and other barriers
exist for effective communication.
2. Written communication

• Advantages:
• Can save communication encounter
• Deliver same message to many receivers
• Can add graphics to explain or clarify message
• Readers can review, interpret, and then respond to initial message.

• Disadvantages:
• Feedback delayed
• Can be impersonal
• Final
• Memos and e-mail are considered informal communication; letters are
considered formal communication.
Listening

• Active listening components:


• Privacy
• Eliminate (reduce) physical barriers
• Listen to words, but look at behavior, and interpret implied meaning
• Restate what you think you have heard to ensure accuracy and capture any implied
meanings.
• Remain objective, but give signals (nod, keep eye contact, say "go on") to show speaker
that you are listening.
• Identify what the sender wants from the listener.
• Summarize the plan for action and the time when action will be complete
Motivating

• Definition: Influencing a person to act in a particular way and to generate


initiative within that person

• Motivators include:
• Reward (i.e., bonus)
• Empowerment
• Praise
• Recognition
• Salary
• Encouragement
Change and Influence

• Organizations are constantly changing in leadership positions to capture more


market share and to meet technological advancements.

• The degree and complexity of changes vary among departments in organizations.


•
• Change is best accepted by employees if presented in a nonthreatening way.
Managers must promote change and keep morale high.

• Explaining the reasons for change may lead to acceptance by many employees.
Reasons people resist change:

1. Uncertainty:
• They do not want to be moved out of their comfort zone, because it will
take effort on their part to analyze the change, learn new procedures, or
perform additional tasks.

2. Perception:
• Everyone has particular life experiences, values, and perceptions.
• Each individual has a different perception of the same event.

3. Loss:
• Within the organization, there exist relationships among all workers that
are built upon respect, trust, and expertise.
• Change can destroy all those relationships and make people lose status or
perceived status among peers.
4. Self-interests:
• Change disturbs the current state of affairs. Even though it may not be perfect,
people have arranged their lives so their need satisfaction is stable. Change
produces instability and uncertainty.

5. Insecurity:
• Job security and being able to earn a wage that will allow an individual to pay the
bills and maintain a decent standard of life is why people work.

• Change usually produces insecurity because people see their jobs threatened or
taken away from them.
Overcoming resistance to change:

• Managers should allow ample time for the change and not expect to follow a
rigid timeline for implementing the change.

• Employees deserve to know why changes are being made. Managers should
give employees plenty of time to have their questions and concerns answered.
The manager should also state the desired effects of the change.

• Managers should involve employees in planning and implementing the


change. When employees take part in making something happen, they are
more likely to take ownership and accept the change more readily.

You might also like