BEHAVIORAL

PERSPECTIVE

Paul Vincent L. La Rosa, RN

Communication
Basic Approaches to Leadership
Contemporary Issues in Leadership
Power and Politics
Confl ict and Negotiation
 COMMUNICATION

Communication is the process of

transmitting information and common
understanding from one person to
another.
It is the creation or exchange of
thoughts, ideas, emotions, and
understanding between sender(s) and
receiver(s).
 TYPES OF COMMUNICATION

Verbal communication refers to a form in

which it uses spoken words for expressing
and transferring views and ideas.

Non-verbal communication is a very wide

concept and it includes all the other forms of
communication which do not use written or
spoken words.

Written communication goal to disseminate

information in a clear and concise manner.
COMMUNICATION PROCESS
 BARRIERS TO EFFECTIVE
COMMUNICATION
Environmental Barriers - are
characteristics of the organization and its
environmental setting.

- competition for attention,

- time between senders and receivers,
- Managerial philosophy,
- Power or status relationships,
- use of specifi c terminology unfamiliar to the
receiver or when messages are especially
complex
OVERCOMING ENVIRONMENTAL
BARRIERS
Ensure that attention is given to messages
and that adequate time is devoted to
listening to what is being communicated.
A management philosophy that
encourages the free fl ow of
communication
Reducing the number of links
Remove power/status barrier
Using multiple channels to reinforce
complex messages
 BARRIERS TO EFFECTIVE
COMMUNICATION
Personal barriers - arise due to an
individual’s frame of reference or beliefs
and values. They are based on one’s
socioeconomic background and prior
experiences and shape how messages are
encoded and decoded.

- selective perception
- infl uenced by fear or jealously
- status quo and evaluating the sender
- lack of empathy,
 OVERCOMING PERSONAL
BARRIERS
Use techniques that extend beyond
traditional organizational lines.
Use management processes that are
cross-organizational rather than
confi ned to functional or department
procedures.
Use human resources policies and
procedures.
Use management processes to resolve
confl icts in an equitable manner.
IMPORTANCE OF COMMUNICATION
IN THE WORKPLACE

Creates job satisfaction

Lesser confl icts
Increases productivity
Formation of relationships
Proper utilization of resources
 CONCLUSION

 Communication in the workplace is critical in

establishing and maintaining quality working
relationships in organization.

 As a process of transmitting information and common

understanding from one person to another, eff ective
communication in the workplace is important.

 administrators must develop an awareness and ability

to create an environment wherein problems, plans,
issues, opinions, thoughts and ideas pertaining to
work, are discussed and handled in a professional,
profi cient manner through positive and eff ective
communication.
 LEADERSHIP

Is the art of infl uencing

workers to work willingly
and enthusiastically for
group goal
accomplishment.

It’s a combination of
interpersonal skills and
traits that form a leader’s
character as judged by the
follower or subordinate.
 BASIC APPROACHES TO
LEADERSHIP
Trait Approach
Situational Approach
Behavioral Approach
Power-Infl uence Approach
Integrative Approach
 TRAIT APPROACH

consider personal qualities and

characteristics that diff erentiate leaders from
non-leaders.
The TRAIT APPROACH had the belief that
leaders are born and not made.
These traits, the approach argued are
knowledge, fl exibility of mind, will-power,
integrity and physical and emotion stamina.
 SITUATIONAL APPROACH

The SITUATIONAL APPROACH believes that

leadership is a function of a social situation, in
which there is interaction between the leader
and the subordinate.
the situation infl uences the demand that
determines who will emerge as a leader for
any given situation.
Situational approach states that leaders
should change their leadership styles based on
the maturity of the people they are leading
and the detail of the tasks to be performed.
 BEHAVIORAL APPROACH

determine what behaviors are associated with

eff ective leadership.
assumed that the behaviors of eff ective
leaders diff ered somehow from the behaviors
of less eff ective leaders and that the
behaviors of eff ective leaders would be the
same across all situations.
The behavioral approach to the study of
leadership included the Michigan studies, the
Ohio State studies, and the leadership grid.
The Michigan leadership studies were a
program of research conducted at the University
of Michigan. The goal of this work was to
determine the pattern of leadership behaviors
that result in eff ective group performance.
The Leadership Grid (originally called the
Managerial Grid). It provides a means for
evaluating leadership styles and then training
managers to move toward an ideal style of
behavior. Job-centered leader behavior is
associated with directing and monitoring the
performance of subordinates.
The Ohio State leadership, the University
developed a questionnaire, which they
administered in both military and industrial
settings, to assess subordinates’ perceptions
of their leaders’ behavior. The Ohio State
studies identifi ed several forms of leader
behavior but tended to focus on the two most
common ones: consideration and initiating-
structure.
 POWER-INFLUENCE APPROACH

Attempts to understand leadership by

examining infl uence processes between
leaders and followers.

Power is viewed as important not only for

infl uencing subordinates, but also for
infl uencing peers, superiors and people
outside the organization.

How is power acquired and lost by various

individuals.
 POWER-INFLUENCE APPROACH

 Position power includes potential infl uence derived

primarily from the opportunities inherent in a
person’s position in the organization or from
attributes of the leader and leader-follower
relationship. There are fi ve types of position power:
legitimate, reward, information, coercive, and
ecological.

 Personal power includes potential infl uence derived

from the leader’s task expertise and potential
infl uence based on friendship and loyalty to the
leader from the led. There are two types of personal
power: expert and referent.
 INTEGRATIVE APPROACH

The INTEGRATIVE APPROACH includes more

than a single variable of approach.
It could include a study of trait and
behavioral approaches, or the power-
infl uence and situational approaches, or a
combination of more than two.
The study of leadership involves three key
variables: the leader, the followers, and the
situation.
 CONTEMPORARY ISSUES IN
LEADERSHIP

Managing power

Developing trust

Empowering employees

Leading across Cultures

 MANAGING POWER

Where do leaders get their power?

It is the right and capacity to infl uence work actions
and decisions.

 Legitimate Power – result of a position.

 Coercive Power – to punish or control.
 Reward Power – to give positive benefi ts or rewards.
 Expert Power – result of his expertise, skills,
knowledge.
 Referent Power – arise from person’s desirable
resources or admired personal traits.
 Information Power
 Connection Power
 DEVELOP TRUST

Credibility of the leader . Assessment can be

from Leader’s honesty, competence, and
ability to inspire by his followers.
Belief of followers > leaders > employers.
It will relate in increase in Job Performance,
organizational citizenship behavior, job
satisfaction, and organizational commitment.
 EMPOWERING EMPLOYEES

 Ways in which organizations provide

their employees with a certain
degree of autonomy and control in
their day-to-day activities.
 This can include having a voice in
developing budgets, scheduling
workloads, controlling inventories,
and solving quality problems.
A key principle of employee
empowerment is providing
employees the means for making
important decisions and helping
ensure those decisions are correct.
 CROSS CULTURAL LEADERSHIP

cross-cultural leaders who can eff ectively deal

with cultural diff erences and turn the
challenge into competitive advantage for the
company.

Self-understanding and self-refl ection

Cultural awareness and cultural sensitivity
Open-mindedness and fl exibility
Persistence and curiosity
 POWER

Power is the ability to infl uence the behavior

of others to get what you want.
It is also the ability to prevail in confl ict and
to overcome obstacles.
 POLITICS

 Politics are informal, unoffi cial, and sometimes

behind-the-scenes eff orts to sell ideas, infl uence
an organization, increase power, or achieve other
targeted objectives.
 “The pursuit of individual agendas and self-
interest in an organization without regard to their
eff ect on the organization's eff orts to achieve its
goals.“

 “Organizational politics refers to a variety of

activities associated with the use of infl uence
tactics to improve personal or organizational
interests.”
Eff ective politics isn’t about winning at all
costs but about maintaining relationships
while achieving results. Although often
portrayed negatively, organizational politics
are not inherently bad.
Instead, it’s important to be aware of the
potentially destructive aspects of
organizational politics in order to minimize
their negative eff ect.
 Antecedents of Political Behavior
 SOME REASONS FOR
ORGANIZATIONAL POLITICS ARE
 Do not want to work hard
 Cannot adjust to change
 Personal relationships
 Lack of clarity
 Manipulations
 Jealousy
 Lack of trust
 Blame game
 Gossips
 Struggle for power
 Promotions are less plentiful
 Reward system
 SOLUTION FOR
ORGANIZATIONAL POLITICS
Always look out for the best interest of
the organization.
Keep your ear close to the ground and step in
when rivalries threaten to spiral out of control
and/or create disharmony.
Step in when necessary
Treat everyone equally.
Be a good role model
Constantly adjust your approach.
CONFLICT AND NEGOTIATION
 CONFLICT

 Confl ict is the process that begins when one

party perceives that another party has negatively
aff ected, or is about to negatively aff ect,
something that the fi rst party cares about.
 Confl ict is the self-interested struggle that arises
when the goal-directed behavior of one person or
group blocks the goal-directed behavior of
another person or group.
 Interpersonal confl ict is a process that occurs
when one person, group, or organizational
subunit frustrates the goal attainment of another.
 SOURCES OF CONFLICT

Diff erentiation
(Diff erences in functional orientations, Status
inconsistencies)

Task relationships
(Overlapping authority, Task
interdependencies, Incompatible evaluation
systems)

Scarcity of resources
 TYPES OF CONFLICT

Task confl ict - content and goals of the

work.
(low-to-moderate levels are functional)

Relationship confl ict - interpersonal

relationships
(almost always dysfunctional)

Process confl ict - how work gets done

(low levels are functional)
 INDIVIDUAL-LEVEL CONFLICT
MANAGEMENT
Manager meets with employees in confl ict. All
understand facts of confl ict
Manager summarizes dispute in written form
Manager discusses facts in report with each
employee separately and works out a
common solution
Manager gets commitment to resolving
dispute
 GROUP-LEVEL CONFLICT
MANAGEMENT
 Avoiding
 Accommodating
 Competing
 Compromise
 Collaborating
 AVOIDING

A confl ict management style characterized by

low assertiveness of one’s own interests and
low cooperation with the other party.

It might be a sensible response when:

- The issue is trivial.
- Information is lacking.
- People need to cool down.
- The opponent is very powerful and
hostile.
 ACCOMMODATING

A confl ict management style in which one

cooperates with the other party, while not
asserting one’s own interests.

It can be an eff ective strategy when:

- You are wrong.
- The issue is more important to the other
party.
- You want to build good will.
 COMPETING

A confl ict management style that maximizes

assertiveness and minimizes cooperation.

It can be eff ective when:

- You have a lot of power.
- You are sure of your facts.
- The situation is truly win-lose.
- You will not have to interact with the
other party in the future.
 COMPROMISE

A confl ict management style that combines

intermediate levels of assertiveness and
cooperation.

It is a sensible reaction to confl ict stemming

from scarce resources and it is a good fall-
back position if other strategies fail.
 COLLABORATING

A confl ict management style that maximizes

both assertiveness and cooperation.

It is an attempt to secure an integrative

agreement that fully satisfi es the interests of
both parties (a win- win resolution).

It works best when the confl ict is not intense

and when each party has information that is
useful to the other.
 NEGOTIATION

Negotiation is the process in which two or

more parties exchange goods or services and
attempt to agree on the exchange rate for
them
NEGOTIATION PROCESS