Leadership Communication

Leadership Communication
in an Organizational Context
Imam Awaluddin Nurhaq

Yohana Paulia Aziz
Chapter Objectives
 Understand the history and classical approaches to organization

 Appreciate the human relation approach and role of organizational
 Manage supervisor-subordinate relationship, including mentoring and
providing feedback
 Network to improve internal and external connection
Understanding the History and the Classical Approaches
to Organization
Authoroty Role
Members Organization Activities
Responsibilities Subdivides
 Taylor And Scientific Management
• Eficiency
• Close Supervision of workers
 Fayol And The Administrative Approach
Fayol’s Bridge Fayol’s Perspective

• Planning
• Organizing
• Commanding
• Coordinating
• Controlling
 Weber and the Bureaucratic Approach
1. Charismatic Authority  Characters and personlity of the

Leader
2. Traditional Authority  Tradition and respect for customs and
tradition
3. Rational Legal  Laws, Codes, and Rules
Appreciating the Human Relation Approach in
Today’s Organization
 The Breaking Away from Classical Approaches
Theory by McGregor
• Theory X (Classical Approaches) • Theory Y (Human Relation)
- Workers as part of machine - Workers are no longer simply
- need to be commanded interchangeable parts of machine.
- valued financial rewards over any - participation in decision making
other
- recognize for work well done
- contribute in the organization’s success
McGregor conclude:
1. Decentralization and delegation
2. Job enlargement
3. Participation and consultative management
4. Performance appraisals
 Leaders or Managers at the Top
The differences leadership and management by Warren Bennis on “On
Becoming a Leader”
Manager Leader
- Administers - Inovates
- Copy - Original
- Maintains - Develops
- Focus : systems & structures - Focus : People
- Relies control - Inspires trust
- Short-range view - Long-range view
- Ask ‘How and When’ - Ask ‘What and Why’
- The eye on the bottom line - The eye on the horizon
- Imitates - Originates
- Accepts the status quo - Challenges it
- Classic good soldier - The own person
- Does things right - Does the right thing
The Role of Communication
in Today’s Organization
10 Postulates on Organizational Communication by
Charles Redding
1. Meaning are not transfered.
2. Anything is a potential message.
3. Input (especially listening) is an integral part of the communication.
4. The message received is the only that counts since that will determine the receiver’s
action.
5. Feedback is not only essential in the operation of an organization but message have
both beneficial and harmful consequences.
6. The cost factor is ever present.
7. Redudancy is critical but it costs, so the need to repeat messages must be balanced
against the cost.
8. Communication overload will occur since receivers only have a limited channel
capacity and ability process messages
9. Serial transmission changes the message; the more people through whom the message
must pass, the more likely distortion will occur.
10. Organizatuional climate [culture] of an organization is more crucial that communication
skills or technique in creating an effective organization
 Motivating Today’s Workers
 Provides direct helps, adequate resources, time.

 Reacts to success and failyre with a learning orientation versus a
purely evaluative one.
 Sets clear goals and clarifies where the work is heading and why it
matters.
 Recognizes “real work progress” and praises subordinates for it.
 Works collaboratively as a peer.
 Makes things more fun and relaxing
 Provides emotional support
Managing Superior-Subordinate Relatonship
The primary affect of the relationship betwen Supervisors and

Subordinates:
1. Power
2. Trust
3. Communication
4. Culture
5. Values and ethics
 Power
 Legitimate
 Expertise
 Reward
 Information and connection
 Trust
Subordinates
1. Showing up on time.
2. Appearing well prepared for the work they have to do.
3. Asking the right questions at the right time.
4. Demonstrating interpersonal skills.
5. Communicating effectively.
6. Showing energy and enthusiasm.
7. Not adding to their supervisors’ workload.
 Trust
Supervisors
1. Make an appoinments to deal with monkeys.

2. Specify level on initiative.
3. Agree on a status update and provide feedback.
4. Examine the own motives.
5. Know and develop employees’ skill.
6. Focus on result not process.
7. Delegate to the lowest level.
8. Explain assignments clearly and provide needed resources.
9. Foster trust.
 Communication
 Effective communication  depends on the organizational
structure
 Culture of the organization
 Communication style and personality
 Culture
 Formal or informal
 Values and Ethics
Negative Organizational Cultures that have to avoid by all the Leaders

(Found by Ethics Resource Center)
 Lack of satisfaction with information from top management

 Lack of trust that top management will keep promises and
commitments
 Lack of satisfaction with information from supervisors
 Lack of trust that supervisors will keep promises and
commitments
 Lack of trust that coworkers will keep promises and
commitments
 Rewards for employees who are succesful, even if it is through
questionable means
 Ethical work environment the leaders should take
1. Set high ethical standards and communicate them often in public and private.
2. Establish an environment of open, receptive, communication within outside of the
immediate group, unit, or division.
3. Be consistent and transparent in all intercations and communication.
4. Act swiftly and consistently when standard are violated.
5. Encourage candor with direct reports
6. Listen to any complaints or issues raised without judging or being critical of the
one bringing them.
7. In a crisis, be open, honest, and accessible.
 Mentoring and being Mentored
Responsibilities of a Mentor
1. Provide guidance based on past business experience.

2. Create positive counseling relationship and climate of open
communication.
3. Hel protégé identify problems and solutions.
4. Lead protégé through problem-solving processes.
5. Offer constructive criticism in a supportive way.
6. Share stories, including mistakes.
7. Assign “homework” if applicable.
8. Refer protégé to other business associates.
9. Be honest about business expertise.
10. Solicit feedback from protégé.
11. Come to each meeting prepared to discuss issues.
 Responsibilities of a Protégé
1. Shape the overall agenda for the relationship—know what you want!
2. Establish realistic and attainable expectation.
3. Be open in communicating with your mentor.
4. Establish priority issues for action or support.
5. Don’t expect your mentor to be an expert in every facet of business.
6. Solicit feedback from the mentor.
7. Come prepared to each meeting to discuss issues.
 Delivering and Receiving Feedback
Providing Feedback:
1. Be well prepared for the feedback session.
2. Create a receptive environment.
3. Assume a comfortable demeanor.
4. Start by setting the context for the meeting.
5. Move quickly into the main objectives, which should not be so numerous they
overwhelm.
6. Ensure throughout that the receiver understand the points.
7. Being very specific about the actions you expect the receiver to undertake as a
result of the feedback session.
 Networking to Improve Internal and
External Connection
 Emotional intelligence and interpersonal skills

 Be a good listeners and master the ability to make small talk

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Imam Awaluddin Nurhaq

 Understand the history and classical approaches to organization

Members Organization Activities

 Fayol And The Administrative Approach

Fayol’s Bridge Fayol’s Perspective

1. Charismatic Authority  Characters and personlity of the

 Provides direct helps, adequate resources, time.

The primary affect of the relationship betwen Supervisors and

1. Make an appoinments to deal with monkeys.

Negative Organizational Cultures that have to avoid by all the Leaders

 Lack of satisfaction with information from top management

1. Provide guidance based on past business experience.

 Emotional intelligence and interpersonal skills

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