Communication, And Communication Style: Communication And Leadership Style

In this essay, the author

• Explains that communication and leadership go hand in hand. sargent (2016) discussed how the leadership style of his supervisor relates to her communication style, which has affected his department in a negative way.
• Explains that communication flows in three different directions: downward, upward, and laterally. downward communication occurs within an organization when a manager communicates with employees.
• Explains upward communication occurs when employees communicate with their supervisors. upward communication provides feedback, informs them of progress towards goals, and relays current problems.
• Explains that lateral communication is necessary to save time and facilitate coordination between employees on the same level or work group, but can become dysfunctional when formal vertical channels are avoided.
• Explains that sargent's supervisor is not communicating effectively with her team, and it is creating a dysfunctional environment. email can be good communication but we need to be careful that others don't misinterpret the message being sent.
• Explains the eight barriers to effective communication: filtering, selective perception, information overload, emotions, language, communication apprehension, gender differences, and "politically correct" communication.
• Opines that sargent's supervisor suffers from communication apprehension, which may explain why she communicates using email instead of directly speaking with her employees.
• Opines that if we are in a right relationship with god, we will have the proper motivation for power. we need mutual interaction so that power does not corrupt our own hearts.
• Explains that fischer, k. (2012). "power, conflict & negotiation". department of business, liberty university bmal 500.
• Explains that robbins, s., and judge, t. (2009). organizational behavior. upper saddle, nj: pearson education, inc.
• Explains the difference between work groups and work teams. a work group is a group that interacts to share information, make decisions, and help each member perform within their area of responsibility.
• Explains that problem-solving teams are developed to improve quality, efficiency, and the work environment. they share ideas and offer suggestions for improving work processes and methods.
• Explains that the self-managed work team is a group of employees that perform highly related or interdependent jobs and take on responsibilities that formerly belonged to the supervisors.
• Explains that the cross-functional team consists of members for production, planning, quality, tooling, engineering, and information systems.
• Explains that virtual teams use computer technology to bring together members who are physically dispersed to achieve a common goal. they use communication links like email, wide area networks, and video conferencing to collaborate with each other.
• Explains the key components of effective teams: contextual influences, composition, work design, and process variables.
• Explains that within teams, conflict and power struggles can occur. the influence of the gospel will help guide us in resolving conflicts.
• Cites fischer, k. (2012), "leadership". department of business, liberty university.
• Explains that they have worked under many managers, but not all of them were good leaders. they would like to be more of an effective leader for their staff.
• Explains that leadership and management are two different terms with different meanings, but they often get confused.
• Opines that ethics and leadership has received little attention, although this has changed recently. the increased interest of ethics in the field of management, past leader’s ethical shortcomings, ethical lapses by business leaders, and companies tying compensation to ethics are some of the reasons
• Explains that ethical leaders foster moral virtue by changing the attitudes and behaviors of followers, unethical leaders use their charisma to serve others, and abuse of power by leaders.
• Explains that trust is one of the most important things we have. they resigned from their job due to a lack of trust between them and their supervisor.
• Explains the five dimensions of trust: integrity, competence, consistency, loyalty, and openness.
• Explains that trust is a principal attribute associated with leadership, and when it is broken it has adverse effects on the group’s performance.
• Explains that the covenant relationship is about caring for one another and holding each other accountable. fischer (2012) spoke about how leaders can influence others, build up others and glorify the lord in all that they do.
• Explains that each member in the covenant relationship has a vital role to play, cares for the others, and mutual accountability amongst all the members.
• Explains that the leader of the covenant relationship has the responsibility to empower employees to create a self-sustaining environment where everyone cares for everyone else.
• Opines that employees can trust a leader, but once trust is broken, it is hard to restore. we all overlook our imperfections unless we are convicted by god's word.
• Explains that ethical stewardship – implications for leadership and trust. journal of business ethics, 78(1/2), 153-164.
• Explains fischer, k., "leadership". liberty university bmal 500.