Leadership and

Communication

Chapter 1
 “A platoon leader doesn’t get his platoon
to go by getting up and shouting and
saying “I am smarter. I am bigger. I am
stronger. I am the leader.” He gets men
to go along with him because they want to
do it for him and they believe in him.
 Dwight D. Eisenhower
Leadership: At the Core of Human
Experience
 All around us
 Integral part of life
 Does leadership have an impact on
organizations?
 "Quantas Problem Solving"
After every flight, Qantas' pilots fill out a form,
called a "gripe sheet" which tells mechanics
about problems with the aircraft. The mechanics
correct the problems, document their repairs on
the form, & then pilots review the gripe sheets
before the next flight. Never let it be said that
ground crews lack a sense of humor. Here are
some actual maintenance complaints submitted
by Qantas' pilots & the solutions recorded by
maintenance engineers.

(P= The problem logged by the pilot.) (S= The

solution and action taken by mechanics.)
 P: Left inside main tire almost needs replacement.
 S: Almost replaced left inside main tire.

 P: Test flight OK, except autoland very rough.

 S: Autoland not installed on this aircraft.

 P: Something loose in cockpit.

 S: Something tightened in cockpit.

 P: Dead bugs on windshield.

 S: Live bugs on backorder.

 P: Autopilot in altitudehold mode produces a 200 feet per minute descent.

 S: Cannot reproduce problem on ground.

 P: Evidence of leak on right main landing gear.

 S: Evidence removed.

 P: DME volume unbelievably loud.

 S: DME volume set to more believable level.

 P: Friction locks cause throttle levers to stick.

 S: That's what they're for.
 P: IFF inoperative.
 S: IFF always inoperative in OFF mode.

 P: Suspected crack in windshield.

 S: Suspect you're right.

 P: Number 3 engine missing.

 S: Engine found on right wing after brief search.

 P: Aircraft handles funny.

 S: Aircraft warned to straighten up, fly right, & be serious.

 P: Target radar hums.

 S: Reprogrammed target radar with lyrics.

 P: Noise coming from under instrument panel. Sounds like a midget

pounding on something with a hammer.
 S: Took hammer away from midget.
 Dean Barnlund’s Five Principles of
Human Communications
 Is not a thing, it is a process
 Is not linear, it is circular
 Is complex
 Is irreversible
 Involves the whole personality
Factors Impacting Understanding of
Message
 Cultural diversity
 Status differences (power)
 Gender
 Previous experiences
 Level of interest
 Speaking or writing abilities
 Models of Communication

 Action Model: Sender to Receiver

 Interaction Model: Receiver gives
feedback to Sender
 Transactional Model: Both Sender and
Receiver are in simultaneous
communication
 Common Themes to Leadership
Definitions
 Exercise of influence
 Group Context
 Collaboration
 Themes to Leadership Definitions

 Exercise of influence
 Hersey-any attempt to influence the behavior
of another group
 Bass-an effort to influence others is attempted
leadership. Successful leadership occurs
when there is actual change.
 Alvesson-culture-influencing activity
 Themes to Leadership Definitions

 Group Context
 The behavior of an individual when he/she is
involved in directing group activities
 The process (act) of influencing the activities
of an organized group toward goal setting an
goal achievement
 Themes to Leadership Definitions

 Collaboration
 Rost-Leadership is an influence relationship
among leaders and their collaborators who
intend changes that reflect their mutual
purposes
 Hackman and Johnson-Leadership is human
(symbolic) communication, which modifies
attitudes and behaviors of others in order to
meet shared group goals and needs
 Leaders vs. Manager
 Innovators  Stability
 Change  Problem solvers
 Focus-ultimate  Focus-Maintaining
direction of group status quo
 Effectiveness  Efficiency
 Inspiring  Motivating
 The Leader/Follower Relationship

 We learn when we are in a follower

position
 Can be both a leader and a follower
 Give credit to followers
 Listen to followers
 Is this an obsolete word?
 Willingness to Communicate
 High WTCs are viewed as more credible and
attractive
 People who speak frequently in small groups are
more likely to hold leadership positions
 Talkative people are more likely to be hired and
promoted
 High WTCs are rated as more socially and
sexually attractive by other members of the
opposite sex
 High WTCs are more open to change and enjoy
tasks that require thought
Functional Communication Skills
According to Frank Dance and Carl Larson:

 Symbolic communication links humans to other

humans and to the physical environment
 Symbol usage develops higher mental processes
 Human communication allows for the regulation
of our own behavior as well as the behavior of
others
 Necessary to Influence Others
 Build and use power bases effectively
 Empower followers
 Develop perceptions of credibility
 Make effective use of verbal and nonverbal cues
 Resist inappropriate or unethical influence
 Communicate positive expectations for others.
 Foster creativity and manage change
 Necessary to Influence Others
 Gain compliance
 Develop argumentative competence
 Negotiate productive solutions
 Adapt to cultural differences
 Shape public opinion
 Organize and deliver effective presentations
 Engage in self-leadership
 Challenge and correct faulty personal
assumptions
 Psychologist Daniel Goleman

 Emotional Intelligence
 “the ability to recognize, control, and express
emotions.”

 Resonance
 “creating a positive emotional climate to bring
out the best in leaders and followers.”
Combining Emotions and Cognition

 Perception, appraisal, and expression of

emotion
 Attending to the emotion of others
 Emotional facilitation of thinking
 Understanding and analyzing emotional
information and employing emotional
knowledge
 Regulation of emotion
 Impression Management

 First Date
 Interview Process
 Honeymoon
 Prototypes
 Shaping Impressions

 Establish friendly relations with followers

early
 What prototypes does the group have of
the leader
 Increase power by knowledge
 Ensure you are viewed as contributing to
the group’s success