The difference between managers and leaders 

lLeadersguide organizations in establishing goals

 lManagers fulfill an organizational roles to direct and evaluate the work of others 

Power Bases 

Legitimate power 

 Reward power 

Coercive power 

Referent power 

Expert/information power

 Connection power  

Legitimate power  

Power emerging from the positions, titles, or roles people occupy 

Reward power 

l Power based on the leader’s control and distribution of tangible and intangible resources. 

Coercive power  

l Power based on the sanctions or punishments within the control of the leader. 

Referent power  

Connection power  

lPower resulting from who the leader knows

lSupport from others in the organization 

The Importance of Leadership and Management Communication 

lLeadership takes place through communication

lMessages persuade followers to attain specific goals or broad organizational outcomes 

Systems theory 

Open system

 Closed system 

lOrganization continually takes in new information

lAnalyses information 

lResponds to information and makes adjustments 

Closed system 

lOrganizations lack communication input

lDoes not seek out information or respond to publics concerns

lDifficult for organization to make good decisions and stay current 

lEmphasizes organizational design:

lWorkers trained for efficiency

lClearly defined chain of command

lDivision of labor

lPhysical layout of buildings 

lWork and organizations can be designed

“scientifically” 

l  Careful selection of workers

l  Inducing and training workers

l  Equal division of work: management/workers

l  Scientific methods for task completion 

lSubset of scientific management theory

lStudy of increasing efficiency through work observation and time measurements

lUsed to develop work standards that can be measured for efficiency and productivity

lClear chain of command and specific worker duties/tasks 

Henry Fayol:

Five Elements of Management 

Managers have responsibility above simply overseeing work practices:

l  Planning

l  Organizing

l  Command

l  Coordination 

l  Control 

lCommunication between departments is necessary, yet…

lOrganizational departments resist interdepartmental communication

Known as “Silo mentality

lWork is accomplished by individuals who must work together to achieve goals

lJob satisfaction leads to increased loyalty, productivity

 Behaviourial theories explore:

lthe interactions of individuals

ltheir motivations

ltheir influence on organizational events 

Hawthorne Effect 

Study in organizational efficiency

l1927 – Harvard Grad school research study to determine how environmental  factors increase productivity l Conducted at Western Electric’s Chicago Hawthorne plant

lHypothesis: Improving  working conditions will increase productivity 

Hawthorne Effect      

Four Phases 

lResearchers varied lighting intensity in the first study

lThe second phase, called the “relay assembly” studies varied working conditions

lThe third phase involved interviewing 21,000 workers about work conditions

lThe final phase was called the “bank wiring” phase, which tested the employees’ ability to self-manage tasks 

Results:In all cases – Productivity IMPROVE Findings: Employees change behaviour when observed – the “Hawthorne effect”lAside from the physical environment, group norms also influence productivity  

Theory X/Theory Y  

lTheories to describe management assumptions about workers:

lTheory X characterizes assumptions common to scientific management theory

lTheory Y is associated with assumptions common to behaviourial theories 

l  People dislike work and will avoid it when possible

l  Workers are not ambitious and prefer direction

l  Workers do not seek responsibility and are not concerned with overall organizational needs

l  Workers must be directed and threatened with punishment to achieve organizational productivity 

l  Under the right conditions, work can be as natural as play

l  Workers are ambitious and prefer selfdirection

l  Workers seek responsibility and feel rewarded through their achievements

l  Workers are self-motivated and require little direct supervision

l  Workers are creative and capable of organizational creativity 

Problems with Theory Y 

l Assumes that all people are the same and would enjoy work under the right circumstances 

•      There are some who would ultimately enjoy a life of leisure

l Assumes that it is possible to always have workers working “under the right conditions” 

     •          Not all jobs can be made interesting to all people 

Leadership and  management communication 

Leadership and  management communication 

lPeople can be assigned the position of leader

lAbility to influence is based on the leaders position, credibility, skills, and communication competence l Peter Principle:

lDr. Laurence J. Peter and Raymond Hull

lpromoted to a position at which they are no longer competent and stay there as they are unable to obtain higher promotion 

Functional in approach:

lBased on formal superior-employee relationship

lDirects work assignment/evaluation, required change and organizational actions to attain goals 

Leadership communication

lSets the organizational vision

lConnects workers to the organization

lHelps members determine priorities

lInfluences decision making

lContributes to creation/reinforcement of shared realities 

Leadership theories                        

Theories which explore how leadership approach impacts an organization: 

l    Trait approach  l Style approach

l    Situational leadership

l    Transformational leadership 

Trait approach  

lLeaders are born with certain character traits that make them effective leaders

lThose possessing certain traits will be great leaders

lYou are either born a leader – or you aren’t

lProblem has been defining a standard list of what those traits are… 

Style approach  

lThere are a range of approaches a leader will use to achieve goals

lApproach used is based on the leader’s assumptions about what motivates people

lApproaches under the styles theory include… 

Autocratic approach 

lManager makes decisions with little influence or input  from others 

lAutocratic manager tells others what to do and enforces penalties on those who do not comply 

Democratic approach 

lManager involves followers in decision making

lHigher degree of participation leads to greater creativity and support for organizational decisions 

Laissez-faire approach 

lManager behaves as a non-leader; takes a

“hands off” approach

lIndividuals and groups are expected to make their own decisions

lLeader shows little direct interest in the employee or organizational goals

lGroup success depends on member’s abilities and willingness to work without leadership 

Blake and Mouton  Managerial Grid 

Impoverished management 

Country-club management 

 Middle-of-the-road management 

Authoritarian management 

 Team leader 

Impoverished management 

l Manager has low concern for interpersonal relationships and task accomplishment 

Country-club management  

lManager focus is on establishing interpersonal relationships

lComes at the expense of goal achievement

lA great place to work, but nothing gets done… 

Middle-of-the-road management 

l Manager balances task and people concerns l compromise management 

Authoritarian management  

lManager has high concerned for task achievement but little concern for personal relationships

l“We have a job to do. I’m not here to be liked.”

lautocratic leadership 

lThe theoretical ideal

lLeaders exhibit high concern for both task and interpersonal relationships

lEmphasize goal accomplishment while supporting people 

Situational leadership approaches  

lThe leadership approach used is dependant on the situation

lEffectiveness depends on leader’s ability to read the environment appropriately 

Hersey & Blanchard:  Situational leadership theory 

lLeader’s selection of behavior appropriate to the maturity level of followers

lMaturity: level of achievement, motivation, ability, education, experience and willingness to participate

lPropose four styles of situational leadership:

ltelling, selling, participating, and delegating 

Telling 

lHigh task and low relationship concerns

lBest used with immature followers 

Selling 

lHigh task and higher relationship concerns 

lLeader attempts to convince followers mature enough to accept responsibility for their decisions 

Participating 

lLow task and high relationship concerns

lStimulate creativity in mature followers who make good decisions with appropriate actions 

Delegating 

lLow task and low relationship concerns

lHigh follower maturity

lLeader passes leadership to the group 

Transformational leadership 

lLeaders motivate followers by personal example

lAppeals to higher level need

lThe establishment of vision

lCharacteristics of a transformational leader:

lCreative, interactive, visionary, empowering and passionate 

lprocess of giving employees maximum amount of power to do a job as they see fit

lincludes responsibility and accountability for work performed 

Dispersed leadership 

l Leadership responsibilities broadly distributed throughout organization 

lProcess of leading others to lead themselves

lSuperLeaders create SuperFollowers who become skilled self-leaders 

lFundamentals of SuperLeadership: 

lEstablish vision

lDefine goals

lReinforce good performance

lUse constructive contingent reprimands

lManage and facilitate change

lEnhance self-efficacy of followers

lUse models to teach desired and appropriate behaviours 

Goal of internal communication: 

lCommunicate the right things the right way 

Reduce or eliminate misunderstanding:

lThe right message l The right audience

lThe right channel 

Trend towards strategic internal communication: 

Trend towards strategic internal communication:

lConnects employees to the organization

lDemonstrates value of employees

lProvides feedback channel for management

lProvides organizational information to correct public perception 

Effective communication: 

lhelps employees understand organizational direction

lincreases employee support

lensures all employees have a common understanding

l can not be one-way… 

Effective employee communication 

Aims to achieve:

lEmployees represent the company to external audiences in alignment with leader’s vision

lEmployees produce quality work that satisfies the needs of the customer

lEmployee retention - employees don’t quit to go work somewhere better 

The need for strategic communication 

Decreased employee loyalty

Information and knowledge drive business

Command-and Control stops working

Trust is at its lowest point

Employee communication is about business… 

lStrategic communication

lMove away from corporate propaganda to creating an understanding of org as whole

lHonest, accurate, timely information 

Spheres of  Communication Excellence 

Knowledge core

Shared Expectations: 

Participative Culture:

Who are the  internal audiences? 

lBoard of Directors

lLeadership team

lSenior management

lDepartment heads

lUnit managers

lFront-line employees 

lRole within the organization l Responsibilities and duties

lWhat information do they need?

lWhat information do they want? 

What makes employees tick? 

Motivation

Motivation - 

B.F. Skinner Rewards Theory

lHuman behaviour can be influenced, and people motivated, by rewards

lDesired behaviour will continue if behaviour is recognized

lCommunication linked to specific behaviour 

Motivation -

Motivation-Hygiene theory 

lHuman behavior based on internal and external factors

lSatisfaction and dissatisfaction are not polar opposites

lWhat produces dissatisfaction when corrected will not necessarily produce motivation 

Hygiene factors  

Motivation factors 

(Conditions or practices conducive to maintaining health) l Salary: I’m paid for what I do

lSupervision: I get along with my supervisor

lStatus: I like the status that goes with my job 

lAchievement: I have a sense of accomplishment

lWork content: We are creating something of value

lResponsibility: I am trusted to take responsibility 

lHow organizations respond to information

lCommunication input

lCommunication throughput

lCommunication output 

Communication input 

lCommunication coming into the organization

lStakeholder input

lCustomer feedback

lProduct reviews

lOnline comments

lMedia reports 

lChanging/transforming input information for internal organizational use

lIdentify what needs to be done

lSharing feedback with employees

lSuccess depends on if information is shared 

lMessages to the external environment from within the organization

lWhat are the employees saying about the organization: 

Communication Networks 

lHow employees communicate may influence the decision making of the organization 

lNetworks are the formal and informal patterns that link individuals within an organization 

Communication hierarchy:

lLogistics l Attention

lRelevance

lInfluence

lAction 

The logistics level 

lThe only stage where communicator has control

lDistribution of material

lNewsletter distributed 

lWebpage uploaded

lEmail sent

lSpeech delivered 

The attention level 

Once message has been sent:

lHas message caught audience’s attention?

Was the message:

lCompelling?

lUnderstandable?

lCredible? 

The relevance level: WIIFM? 

lIs the message relevant to the audience? l Does the information relate to their work?

lDoes the information help them help them in their work or benefit them personally? 

l Three degrees of influence:

lWhat they think

lAbout the organization/working there

lCommitment

lHow much energy are employees willing to commit?

lAction

lWill they do what you want them to do? 

lTrust

lInvolvement

lRole knowledge

lJob satisfaction 

Employee-stakeholder-profit chain 

lCommunication based on trust and connection to the marketplace

lCommunication that reports on outcomes

What is engagement? 

lHow committed your workforce is to the organization 

l“Extent to which an individual feels connected to and involved in their job and organization.” 

lHiring

lIncentives

lBenefits

lCommunication 

lLeadership

lBelief in organizational direction

lPositive culture

lTraining opportunities (hire from within)

lFormal communication channels (all levels)

lCompensation and benefits

lInvolvement in decision-making

lFormal recognition

Definition:

lthe organizational environment

lthe feeling that the employees are valued and supported by the organization

lbelief that the organization encourages or discourages communication

Supportive Environments 

l     value employee work and  feedback

l     open to suggestion 

l descriptive and nonjudgmental

l empathic to employee’s concerns at work and beyond the workplace lacknowledge and respect employees 

Unsupportive Environments 

l  evaluative

l  manipulative

l  indifferent to the personal needs of others

l  superior 

l  clear status and power demarcations 

Why is climate important: How does climate impact an organization? 

lability to hire qualified/quality staff

lemployee turn-over

lreputational damage

limpact on investment/profit

Organizational Culture                

lunique sense of the place 

lthe “personality” of an organization

lgenerated through ways of doing and communicating about the organization

lreflects the shared realities and practices in the organization

lcreates and shape organizational events 

Becoming an  organizational  member 

Assimilation            

Socialization 

Identity 

Identification

Stages of Socialization 

Anticipatory Socialization

Encounter 

Metamorphosis 

Manufacturing Culture 

lcultures cannot be made to encompass certain values simply by  

discussing these values with  employees

lcultures are created through the expression of values in actions

lcultures take a long time to develop 

l  formal statements of organizational philosophy

l  deliberate coaching and modeling by others

l  organizational structure

l  design of physical spaces

l  storytelling and legends 

Culture, climate and  organizational credibility 

organizational credibility is important for

successful culture and climate

l  trust is a key dimension to  organizational credibility

l  trust violations increase resentment and decrease organizational commitment 

Gaining Credibility 

l  two-way communication

l  respect and value employees

l  ensure reward and punishment is fair and appropriate for all. 

formal and informal patterns that link organizational members

lformal networks

lprescribed by the organization

lOrganizational chart

l“Chain of command”

linformal networks

lchannels not prescribed by the organization

lThe “grapevine” 

Communication Channels 

Channels

lmeans for the transmission of messages

lface-to-face 

lgroup meetings

lmemos

lletters

lemail systems

lsocial media 

Power in organizations 

lattempts to influence another person’s behavior to produce desired outcomes

lattempt to maintain the status and position

lbehaviours which marginalize others

lprocess occurs through communication 

lpost-modernism

ldeconstruction

lcritical theory

lfeminist theory  

lTheory representing:

lan alienation from the past

lskepticism about authority structures

lambiguity of meanings

lmass culture

lmove away from broad application of values, behaviours

lexamines how multiple meanings and interpretations influence multiple behaviours 

Deconstruction  

lA method of post-modern analysis

lexamination of taken-for-granted assumptions

lmyths we use to explain how things are the way they are

lthe uncovering of the interests involved in socially constructed meanings. 

lstudy of power and abuses of power through communication and organization

lgoes beyond just achieving a goal and seeks “emancipation” in circumstances of domination and oppression

lintended to critique and change society rather than trying to understand or explain it 

lmarginalization and domination of women in the workplace

lthe valuing of women’s voices in all organizational processes. 

a process:

Perception : that something has occurred

}Emotion : our reaction to what we perceive

}Behaviours : what we do in response

}Outcomes: the consequences of our actions 

W. Edwards Deming 

◦ Quality circles – TQI/TQM

◦ Teams identify problems, develop recommendations and implement solutions 

}Latent conflict

}Perceived conflict

}Felt conflict

}Manifest conflict 

Latent Conflict 

}Underlying conditions that have the potential for conflict

Perceived Conflict 

}Awareness of individuals or groups that differences exist 

Felt Conflict

}Emotional impact the perception of conflict has on potential conflict participants

Manifest Conflict 

}Actual conflict behaviors:

◦ open aggression

◦ covert action 

}Most common styles:

◦ Avoidance

◦ Competition

◦ Compromise

◦ Accommodation

◦ Collaboration 

}individuals unlikely to:

◦ pursue their own goals and needs 

◦ to support relationships and the goals and needs of others during conflict 

}preference for emphasizing personal goals and needs without considering the opinions or needs of others in the conflict 

Compromise 

preference for balancing people concerns with task issues and exhibiting give-andtake or negotiation behaviors 

  Accommodation

}preference for conflict associated with the sacrifice of personal goals in order to maintain relationships 

Collaboration  

}preference for ideally balancing people and task concerns during conflict 

Conflict strategies : 

}Escalation } Reduction

}Maintenance

}Avoidance 

}Forming

}Norming
}Storming

}Performing 

Internal communications 

lFormal and informal communication within the organization

lThe responsibility of managers, supervisors and all employees 

Excellent internal communications 

•       Formal, planned process

•       Regular, frequent communication vehicles 

•       Regular employee meetings with leadership 

•       Two-way with supervisors in key roles

•       Evaluated 

Foundation of effective organizational communication 

lDefined objectives

lLink to mission, vision, strategic plan

lAppropriate resources

lUse of right communication channels

lFeedback/measurement l All-way communication

lCoordination of what’s said and what’s done 

lCredibility is impacted by: 

lPerceptions of employee (receiver)

lCorporate values match employee values

lInfluence of other information sources

lUse/abuse of communications channels (cheerleading, jargon, patronizing, sales talk)

lCorporate culture

lConsistency 

Types of employee communication 

Four main categories:

lRequired by law

lHuman Resources communication

lBusiness communication

lInformal communication 

Communication required by law 

lGovernment legislation

lAnnual report

lIndustry regulations l Restaurants l Daycares

lHealth care facilities

Requirements vary by province, municipality, organization type, number of employees

Failure to comply results in fines, penalties, or orders or court action. 

Human resources communication 

Compensation

 Bonuses

Career communication

 Social communication 

Business communication 

Communication on the business  of the business: l Company and industry news

lConnection to marketplace l Customer testimonials, etc.

lAccess to required information 

lFrom management

lFrom other employees 

Informal communication 

The unapproved network/channels

lWater-cooler/lunch room talk l The grapevine

lNot intended to promote organization’s goals, etc.:

lInformal communication fills a void

If verified information is not available, people will share opinion

Strategic  organizational communication  

lOrganizational messages are deliberately generated

lBased on environmental data, analysis and strategy selection

lGuided by organizational objectives 

Strategic internal communication plan 

lBackground

lSituation analysis

lGoal

lAudience analysis

lObjectives

lTactics

lMeasurement and evaluation