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Leadership: Understanding its Global Impact Chapter 9: Leadership communication Learning objectives • Describe the differences between core, team and strategic communication skills • Understand and practice the key elements at each communication level • Develop effective negotiation skills • Explain and contrast conflict management styles 2 Chapter contents • • • • • • • • • • • 3 Spotlight: Brian Cook Introduction The importance of communication for leaders Core communication skills for leaders Leader in action: Pat Grier Team communication skills Strategic and external communication skills Communication across cultures Negotiation and conflict resolution skills Summary Case study: Ramsay Health Services Spotlight: Brian Cook • Good summary of how communication skills … and sound communication systems … establish the foundation for organisational effectiveness • Skills and techniques identified in this spotlight can be learnt 4 Introduction • Effective communication skills are critical • ‘Transfer of understanding and meaning to others’ • In this chapter: – Core – Team – Strategic and external communication skills 5 The importance of communication • Winston Churchill – ‘the difference between mere management and leadership is communication’ (Humes 1991) • Leaders spend from around 75% to 90% of their time on communication activities 6 Core communication skills • Interpersonal skills/people skills – oral and written communication – non-verbal communication – active listening – giving and receiving feedback – emotional intelligence – negotiation and conflict resolution • Active listening and giving and receiving feedback are most critical 7 Team communication skills • Open door policy • Managing by walking around (MBWA) • Facilitating meetings - about 15% of the salary cost of large organisations is spent on employee meeting time • Carlopio, Andrewartha & Armstrong 2005; Dubrin, Dalglish &Miller 2006 – The ‘4 Ps’. 8 Strategic and external communication skills • Important as leader rises in the organisation – Statements of vision, mission and values – Communication systems – Leaders as communication role models – Knowledge management – External relations 9 Communication across cultures • Cultural differences between people can affect the way a leader chooses to communicate • A framework for understanding cultural differences – Hofstede 2001 and Trompenaars et al. 1998 – O’Hara-Devereaux and Johansen 1994 10 Negotiation and conflict resolution skills • Leaders devote around 20% of their time to negotiating outcomes or resolving conflict • Leaders often poorly skilled in this area • Leaders must be the initiators of conflict resolution 11 Negotiation • Negotiation – distributed bargaining – integrative bargaining • Key skills - Fisher & Ury 1981 12 Conflict • Conflict situations – task conflict – relationship conflict – process conflict 13 Relationship conflict • Lussier & Achua 2004 – 5 styles – avoidance – accommodation – force – negotiation – collaboration 14 The BCF model • Collaborative style recommended for most conflict situations • Lussier & Achua 2004 recommend when using this style, the leader use the Behaviour, Consequences, and Feelings (BCF) model 15 Summary • Everything a leader does to influence others involves communicating • Good communication skills are the foundation of effective leadership • Good communication skills alone, however, do not make an effective leader 16 Case study: Ramsay Health Centre • What were the first steps Ramsay leaders used to turn the organisation around? • List the communication techniques Ramsay leaders used to open communication channels to internal and external stakeholders. • Why was the ‘Ramsay Way’ so important in developing a special culture for the organisation? 17