Introduction
In this resource section, you will explore the leadership practice of
modeling the way. You will also learn that leaders need to serve as
coaches to the individuals they supervise. Additionally, you will explore
the effects of two leadership styles on communication styles among
employees of an organization.
Required Resources
Textbook: Leading Organizational Change (Kouzes) opens in new
window, Chapters 3 and 4
In these chapters, you will examine the leadership practice of modeling
the way. One of the most important things that leaders need to
remember is that they are always being watched by followers. This
means that leaders are constantly modeling the behaviors they expect
in followers, whether consciously or unconsciously. As you read,
consider the following:
What behaviors do leaders in your organization model?
What behaviors will you, as a leader, model for followers?
What happens when a leader’s words and actions are not in
alignment? Which do employees follow?
Workbook: Leading Organizational Change (Kouzes) opens in new
window, Chapters 3 and 4
This workbook is meant to help you develop your skills and behaviors
as a leader. Although you will not submit these exercises for grading,
they are important activities that will inform your adaptive leadership
toolkit and personal development plan.
In these chapters, you will read about the types of projects you might
select and how to get started. You will also learn about the model the
way leadership practice and reflect on how leaders should model the
way for followers. As you read, consider the following:
What type of leadership project would benefit you the most?
Should you select a workplace or personal project?
Should you share your project with your leaders or trusted
friends who can provide you with feedback?
When you are modeling the way for others, what behaviors do
you want them to see?
Reading: The Leader as Coach: How to Unleash Innovation, Energy,
and Commitment opens in new window (pp. 110–119)
To access this Shapiro Library resource, select the PDF Full Text
option. This Shapiro Library article explains that leaders need to serve
as coaches to the individuals they supervise, which involves asking
questions rather than giving answers. To accomplish this, firms should
provide managers with the necessary tools to become better coaches.
As you read, consider the following:
How is the role of the manager becoming that of a coach?
What are the styles of coaching: directive, situational,
nondirective, or laissez-faire?
How does the GROW model bring out the best of nondirective
coaching?
Reading: Transformational and Transactional Leadership Effects on
Communication Styles opens in new window (pp. 421–428)
To access this Shapiro Library resource, select the PDF Full Text
option. This Shapiro Library article aims to investigate the effects of
perceived transformational and transactional leadership styles on
communication styles among employees in manufacturing
organizations within South Africa. As you read, consider the following:
What are the four dimensions of a transformational leadership
style?
What are the three styles of transactional leadership?
What are the effects of perceived transformational and
transactional leadership styles on communication styles?
