COMMUNICATIO

N
AND
LEADERSHIP

COMMUNICATIO
N

Constantly talking is not necessarily

communication

DEFINITION OF
COMMUNICATION
The imparting/exchange of information or
news
Two-way process of reaching MUTUAL
understanding, in which participants not
only exchange information, news, ideas and
feelings but also create and share meaning
It is a means of connecting people or places
The social process in which two or more
parties exchange information and share
meaning.

PURPOSES OF COMMUNICATION
To achieve coordinated action
Information sharing (organizational
goals, tasks directives, results of
efforts, decision making)
Express feelings and emotions

FUNCTION

Control
Motivation
Emotional Expression
Information

COMMUNICATION ACROSS
CULTURES
Communication is affected by the
international environment because of
language issues and coordination issues
Language same word can mean different
things in different cultures
Non-verbal communication
1. Colors
2. Body language ok
Coordination international communication is
closely related to issues of coordination
because of time difference.

METHODS OF COMMUNICATION
Considerations that affect the choice of
method:
1. Audience ( whether it is physically
present)
2. Nature of the message ( urgency
or secrecy)
3. Costs of transmission

METHODS
OF
METHODS OF COMMUNICATION
COMMUNICATION
1. Written
2. Oral
3. Non-verbal

ENVIRONMENTAL ELEMENTS
Buildings, office space and furniture
can convey messages
Office arrangements convey status,
power, and prestige and create an
atmosphere for doing business

METHODS OF
COMMUNICATION CHANNEL
COMMUNICATION

COMMUNICATION
PROCESS
COMMUNICATION PROCESS

DIGITAL INFORMATION PROCESSING

AND TELECOMMUNICATIONS
New technologies (office of the
future)
Computerize information processing
systems
Telecommunication systems (fax,
telephone, computer)
Internet
Organizational intranets and
extranets
Wireless devices (smart phones and

COMMUNICATION
COMMUNICATION NETWORK
NETWORKS
Small-group networks
Wheel network
Chain network
Circle network
All-channel network
Communication networks

 Organizational Communication
Networks
Organization chart
Downward communication provides
directions
Upward communication provides feedback
to top management
Horizontally or crosses traditional reporting
lines usually related to task performance
often travel faster than vertical communication
because it need not follow organizational
protocols and procedures

ORGANIZATION
CHART
ORGANIZATION CHART

ACTUAL
PATTERN
ACTUALCOMMUNICATION
COMMUNICATION PATTERNS

BARRIERS TO
ACTUAL
COMMUNICATION
PATTERNS
EFFECTIVE COMMUNICATION

Filtering
Selective Perception
Information Overload
Emotions
Language
Silence
Communication Apprehension
Lying
Cultural

MANAGING
MANAGING COMMUNICATION
COMMUNICATION
Communication Infidelity the
degree of correspondence between
the message intended by the source
and the message understood by the
receiver.

IMPROVING
COMMUNICATION
IMPROVING
THE
COMMUNICATION
PROCESS
PROCESS
Understand potential problems.
Semantics is the study of language
forms
Jargon is the specialized or
technical language of a trade,
profession, or social group

IMPROVING
COMMUNICATION
IMPROVING
THE
COMMUNICATION
PROCESS
PROCESS

IMPROVING
IMPROVING ORGANIZATIONAL
ORGANIZATIONAL
FACTORS
FACTORSIN
IN COMMUNICATION
COMMUNICATION
Reduce Noise
Grapevine is an informal system of
communication that coexists with the formal
system; this usually transmits information faster
than official channels do.

Status differences
Informal communication fosters mutual trust,
which minimizes the effects of status differences
and diverse groups; this also allows information to
be communicated when it is needed rather than
when the formal information system allows it to
emerge.

IMPROVING
IMPROVING ORGANIZATIONAL
ORGANIZATIONAL
FACTORS
FACTORSIN
IN COMMUNICATION
COMMUNICATION
Time pressures and overload
Develop a balanced information network
do not generate more information than
people can handle; information production,
storage, and processing capabilities must be
compatible with one another and, equally
important, with the needs of the organization
Dashboard can be used to convey essential
information in a logical and condensed
manner.

LEADERSHIP
People buy into the Leader first
before they buy into the vision.

DEFINITION
DEFINITION
As a process, it is the use of noncoercive
influence to direct and coordinate the
activities of group members to meet a goal.
As a property, it is the set of characteristics
attributed to those who are perceived to
use such influence successfully.
In an organizational viewpoint, leadership is
vital because it has such a powerful
influence on individual and behavior.

INFLUENCE
INFLUENCE
It is a common element of both
perspectives of leadership.
It is the ability to affect the
perception, beliefs, attitudes,
motivation, and/or behaviors of
others.

LEADERSHIP
vs
LEADERSHIP VS MANAGEMENT
MANAGEMENT
Both are related but are not the
same
Being a manager does not ensure
that a person is also a leader
Organizations need both if they are
effective.
Managers and leaders also play a
major role in establishing the moral
climate of the organization and in
determining the role ethics in its

LEADERSHIP
vs
LEADERSHIP VS MANAGEMENT
MANAGEMENT

EARLY APPROACHES TO
EARLY APPROACHES
TO
LEADERSHIP
LEADERSHIP
Trait approach focused on identifying
leadership
traits,
developing
methods
for
measuring them, and using the methods to select
leaders. This was abandoned because of
theoretical problems and others.
Behavioral Approaches the goal is to
determine what behaviors are associated with
effective leadership.

BEHAVIORAL
APPROACHES
BEHAVIORAL APPROACHES
TO
TOLEADERSHIP
LEADERSHIP

1.The Michigan
Leadership Studies
2.The Ohio State
Leadership Studies

MICHIGAN
STUDIES
MICHIGANLEADERSHIP
LEADERSHIP STUDIES
a program of research conducted at
the University of Michigan
The goal of this was to determine the
pattern of leadership behaviors that
results in effective group performance.
2 basic forms of leader behavior: Jobcentered and employee centered

MICHIGAN
LEADERSHIP
MICHIGAN LEADERSHIP STUDIES
STUDIES
1. Job-centered leader behavior pays
close attention to the work of
subordinates, explains work procedures,
and is mainly interested in performance
2. Employee-centered leader behavior
attempts to build effective work groups
with high performance, but that is to be
achieved by paying attention to the
human aspects of the group.

OHIO
STUDIES
OHIOSTATE
STATELEADERSHIP
LEADERSHIP STUDIES
Consideration Behavior leader is
concerned with the subordinates
feelings and respects subordinates
ideas
- the leader-subordinate relationship
is characterized by mutual trust,
respect, and two-way communication.

OHIO
STUDIES
OHIOSTATE
STATELEADERSHIP
LEADERSHIP STUDIES
Initiating-structure behavior the
leader clearly defines the leadersubordinate roles so that subordinated
know what is expected of them.
- the leader also establishes
channels of communication and
determines the methods for
accomplishing the groups task

OHIO
STUDIES
OHIOSTATE
STATELEADERSHIP
LEADERSHIP STUDIES
Leadership Grid Manager grid;
provides a means for evaluating
leadership styles and then training
managers to move toward an ideal
style of behavior using organizational
development techniques.

LEADERSHIP GRID

SITUATIONAL
LEADERSHIP
SITUATIONAL LEADERSHIP MODELS
MODELS
Assumes that appropriate leader
behavior varies from one situation to
another.
The goal is to identify key situational
factors and to specify how they
interact to determine appropriate
leader behavior.

SITUATIONAL
LEADERSHIP
SITUATIONAL LEADERSHIP MODELS
MODELS
1. LPC Theory of Leadership
2. The Path-goal Theory of Leadership
3. Vrooms Decision Tree Approach to
Leadership

TANNERBAUM AND SCHMIDTS

LEADERSHIP CONTINUUM
Manager makes the decision alone or
employees make the decision with minimal
guidance from the leader.
Each point on the continuum is influenced
by characteristics of the manager,
subordinates, and the situation.
Managerial characteristics value
system, confidence in subordinates,
personal inclinations, and feeling of
security

TANNERBAUM
SCHMIDTS
TANNERBAUM AND
AND SCHMIDTS
LEADERSHIP
CONTINUUM
LEADERSHIP CONTINUUM
Subordinate characteristics need
for independence, readiness to
assume responsibility, tolerance for
ambiguity, interest in the problem,
understanding of goals, knowledge,
experience, and expectations.
Situational characteristics type
of organization, group effectiveness,
the problem itself, and time pressures

TANNERBAUM
SCHMIDTS
TANNERBAUM AND
AND SCHMIDTS
LEADERSHIP
CONTINUUM
LEADERSHIP CONTINUUM

LPC
THEORY
OF
LPC THEORY OF LEADERSHIP
LEADERSHIP
least preferred coworker or originally
contingency theory of leadership
Suggests that a leaders effectiveness
depends on the situation.
Task motivation closely parallels jobcentered and initiating and initiatingstructure behavior
Relationship motivation similar to
employee-centered and consideration
leader behavior

LPC
THEORY
OF
LPC THEORY OF LEADERSHIP
LEADERSHIP
The respondents are asked to think of
all the persons with whom they have
worked and to then select their leastpreferred coworker.
Respondents then describe this
coworker by marking a series of 16
scales anchored at each end by a
positive or negative quality or
attribute.

FACTORS AFFECTING FAVORABLENESS

OF THE SITUATION
Leader-member relations trust,
respect, and confidence
Task structure
Leader position power the power
inherent in the leaders role itself

LPC
THEORY
OF
LPC THEORY OF LEADERSHIP
LEADERSHIP

PATH-GOAL
OF LEADERSHIP
LEADERSHIP
PATH-GOALTHEORY
THEORY OF
Suggests that effective leaders
clarify the paths (behaviors) that will
lead to desired rewards (goals)
a leader may behave in different
ways in different situations

PATH-GOAL
OF LEADERSHIP
LEADERSHIP
PATH-GOALTHEORY
THEORY OF

VROOMS DECISION TREE

DECISION
TREE
APPROACH
APPROACH TO LEADERSHIP
Attempts to prescribe how much
participation subordinated should be
allowed in making decision.
Also assumes that the same leader
may display different leadership
styles.

CONTEMPORARY SITUATIONAL
CONTEMPORARY SITUATIONAL
THEORIES
1. The Leader-Member Exchange Model
2. The Hershey and Blanchard Model
3. Refinements and Revisions of other
theories

LEADERSHIP-MEMBER EXCHANGE
LMX
MODEL
MODEL (LMX)
Stresses the importance of variable
relationships between supervisors and
each of their subordinates.
In-group often receives a special duties
requiring more responsibility and
autonomy; they may also receive special
privileges, such as discretion about work
schedules;
They usually tend to have a higher level
of performance and satisfaction

 Out-group subordinates who are

not part of in-group; they receive less
of the supervisors time and
attention; likely to be assigned the
more mundane tasks the group must
perform and not be in the loop
when information is being shared.

HERSHEY
AND
BLANCHARD
HERSHEY AND
BLANCHARD
MODEL
Based on the premise that
appropriate leader behavior depends
on the readiness of the leaders
followers.
readiness- subordinates degree of
motivation, competence, experience,
and interest in accepting
responsibility

LEADERSHIP
THROUGH
LEADERSHIP
THROUGH
THE EYES
THE EYES
OF FOLLOWERS
OF FOLLOWERS
1. Transformational Leadership
Set of abilities that allows the leader to recognize
the need for change, to create a vision to guide
that change, and to execute change
effectively.

2. Charismatic Leadership
is a form of interpersonal attraction that
inspires support and acceptance.
Charismatic leadership is a type of influence
based on the leaders personal charisma

CHARISMATIC LEADERHIP

ATTRIBUTIONS
OF
ATTRIBUTIONS OF LEADERSHIP
LEADERSHIP
It holds that when behaviors are
observed in a context associated
with leadership, others may attribute
varying levels of leadership ability or
power to the person displaying those
behaviors.

LEADERSHIP SUBSTITUTES
Leadership substitutes -are
individual, task, and organizational
characteristics that tend to outweigh
the leaders ability to affect
subordinates satisfaction and
performance.
Leadership Neutralizers - are
factors that render ineffective a
leaders attempts to engage in various
leadership behaviors.

LEADERSHIP SUBSTITUTES AND

NEUTRALIZERS

THE CHANGING NATURE OF

CHANGING NATURE OF LEADERSHIP
LEADERSHIP

Leaders as Coaches
Gender and Leadership
Cross-cultural Leadership
International Leadership and Project
GLOBE
6 leader behaviors identified by GLOBE
across a variety of cultures

LEADER
BEHAVIOURS
6 LEADER
BEHAVIORS
ACROSS
ACROSS
CULTURE
CULTURES
1. Charismatic/ Value-based leadership
the ability to inspire, to motivate and to
promote high performance
Visionary, self-sacrificing, trustworthy,
decisive and performance oriented
2. Team-oriented leadership creating a
sense of common purpose
Collaborative, diplomatic,
administratively competent

3. Participative leadership involve

others in making decision
Participative and nonautocratic
4. Humane-oriented leadership
supportive, considerate,
compassionate, and generous;
displaying modesty and
sensitivity

5. Autonomous leadership being

independent and individualist
Autonomous and unique
6. Self-protective leadership
behaviors intending to ensure the safety
and security of the leader and the group
self-centered, status conscious,
conflict inducing, and face saving

EMERGING
ISSUES
IN
LEADERSHIP : EMERGING ISSUES
LEADERSHIP
Strategic Leadership the
capability to understand the
complexities of both the organization
and its environment and to lead
change in the organization so as to
achieve and maintain a superior
alignment between the organization
and its environment

EMERGING
ISSUES
IN
LEADERSHIP : EMERGING ISSUES
LEADERSHIP
Ethical leadership high standard
of ethical conduct are being held up
as a prerequisite for effective
leadership
Virtual leadership both leaders
and their employees may work in
locations that are far from one
another; Use of telecommunication
from a home office.

Th
an
k
You
!

EUNICE
TAN

EUGENE
DACANAY

ANGEL
CHUA