Week 4 - Diversity Assignment
Kpatel
CHAPTER9.pptxCHAPTER 9
Patterns of leadership
Exploitative autocracy
Benevolent autocracy
Bureaucracy
Consultative leadership
Participative leadership
EXPLOITATIVE AUTOCRACY
The leader wields power to serve personal interests; followers are expendable
BENEVOLENT AUTOCRACY
The leader wields absolute power in kindly, “father-knows-best” fashion
BUREAUCRACY
The bureaucratic leader leads “by the book”
Rules and regulations are primary
CONSULTATIVE LEADERSHIP
The leader is open to input but reserves the right of final decision
PARTICIPATIVE LEADERSHIP
The leader is a key member of the group but is committed to the collective decision of the group
THEORY X
People must be actively managed
Average person is by nature indolent
Average person is self-centered and resistant
THEORY Y
People are not naturally passive or resistant
Peoples’ capacity is there to be brought out
Management can help people achieve their goals by directing them toward the organization’s goals
PERCEPTION
Avoid speaking “Management 101”—it is not what you say that tells people what kind of manager you are, but what you do
You are what employees perceive you to be based on your talk and behavior—to the perceiver, perception is reality
ACCEPTANCE
In the last analysis, leadership’s defining characteristic is the acceptance of the followers
MANAGEMENT AND LEADERSHIP
Avoid entanglements concerning “management” versus “leadership”
“Management” and “leadership” are actually synonyms for each other; to cite “differences” between them is to first apply personal definitions of each
FORMULAS
Be cautious of “formula” management of all kinds—by their very nature all ”formulas” are lacking something
VISIBILITY AND AVAILABILITY
A supervisor’s visibility and availability are critical
Default?
“Leading” by default—just letting things happen—is not leading at all.
Communication--
-- might be most effectively—and practically—defined as the transfer of meaning, the object being to get a message from one mind to another as completely and accurately as possible
INDIVIDUALISM
Employees are individuals and thus different from each other, so there is no single “correct” way of dealing with all of them
COMMUNICATION
Communication is a two-way street, and to be effective it must be heavily travelled in both directions
A PERSONAL APPROACH
Strive to develop a personal approach to establishing and maintaining honest two-way communication in all person-to-person contacts.
NO MORE 50/50
To communicate effectively, we need to continually go more than half way more than half of the time without expecting our efforts to be fully reciprocated.
YOUR FORMAL COMMUNICATION CHANNELS
To and from your direct-reporting employees;
To and from your immediate superior;
To and from your peers and other horizontally positioned organizational elements.
“ONE-WAY” VS “TWO-WAY”
Speed: One-way always quicker
Noise: Two-way always “noisier”
Accuracy: Two-way far more accurate
Sender: Vulnerable in two-way; can be questioned or challenged
TIME
Time is the strongest force in causing us to short-cut communications and lead to misunderstanding.
BARRIERS TO EFFECTIVE COMMUNICATION
Semantics
Emotion
Personal barriers: attitudes, biases, etc.
False understanding
SEMANTIC BARRIERS
Word meanings vary from person to person
Word meanings vary from time to time
Words carry differing connotations for different people
Words with non-specific meanings are common
EMOTIONAL BARRIERS
Words trigger emotional reactions in people
It’s easy to hit another’s emotional sensitivities unintentionally
Negative emotions impair communication
FOR EFFECTIVE LISTENING
How come it takes two years to learn to talk and 60 or 70 to learn to be quiet?
Be attentive
Wait before responding
Get the whole message
Keep interruptions to a minimum
Be aware of your emotional sore spots
DIVERSITY AND COMMUNICATION
Health care supervisors are managing increasingly diverse work groups, so communication requires an understanding of differences between and among cultures
WHEN YOU’RE THE TALKER
Structure your communication
Consider listeners’ needs, etc.
Use appropriate language
Ask for feedback
WHEN YOU’RE THE LISTENER
Pay attention
Listen for meaning
Consider the whole person
Be patient
Prepare to compromise as necessary
Provide feedback
AVAILABILITY
“My door is always open” must be attitude, not platitude
Ready availability to employees is critical
