Leading and Communication

Chapter: 5
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Leadership: Concept
● Art of influencing others behavior and performance
● It is also the ability to persuade subordinates to make them work willingly to
achieve desired goals.
Leadership: Nature
1. Process of interpersonal
influence
2. Leaders and followers
3. Common Goal
4. Continuous exercise
5. Working relationship
6. Leadership is situational
7. Blend of aspiration, motivation
and communication
Leadership: Qualities
A. Personal Qualities
1. Attractive personality
2. Self-confidence
3. Intelligence
4. Maturity
5. Vision and foresight
6. Discipline
7. Optimistic (hopeful and confident
about the future)
8. Desire to excel and flexible
Leadership: Qualities
B. Managerial Qualities
1. Technical Knowledge
2. Moderate state of mind (on decision
making)
3. Organizing ability
4. Motivation and communication skills
5. People skills
6. Wide vision
7. Self confidence
8. Adaptability
THE DIFFERENCE BETWEEN
TRANSACTIONAL AND
TRANSFORMATIONAL
LEADERSHIP
LEADERSHIP STYLE
A. Autocratic Style
● Also known as “ Authoritarian” or “
Dictatorial style”
● Leader believes in centralized power
● Takes all decision solely without
consultation of subordinates
● Uses fear, threat, authority and prestige in
their organizational position
● These leaders are power loving and
promote their own goals
Characteristics of Autocratic Leadership
1. Believes in discipline and authority
2. Relies n power and threat
3. Displays lack of trust
4. Uses control extensively
5. Communicates via orders and instructions
6. Rarely relies on group meeting
7. Result oriented
Advantage: Autocratic Leadership Disadvantage: Autocratic Leadership
1. Quick Decision 1. Negative motivation style
2. Provide strong motivation 2. Decreased organizational efficiency
3. Frequent implementation 3. Lack of creativity
4. Strict Discipline 4. Instability
5. Works well in emergency 5. Employee Frustration
situation 6. Little opportunity for employee growth
6. Conscious in profit and cost and advancement
7. Increased grievance and turnover
8. Formation of informal groups
Democratic Leadership Style
● Also known as “ Participatory” or “
Consultative” leadership
● A style where team members actively
participate in the decision-making process.
● Leader believes in decentralization of power
and invites subordinates in decision making
● Leaders rely more on reward than
punishment
● Suitable where subordinates are educated,
trained, matured and intelligent.
Characteristics of Democratic Leadership
1. Believes in sharing authority and responsibility

2. Delegates authority and builds commitment

3. Manages through goals, not control

4. Displays trust in the workforce

5. Creates positive work climate

6. Uses positive reinforcement

7. Informs employee about work condition and change

8. Seeks feedback on ideas

Advantage: Democratic Leadership Disadvantage: Democratic Leadership
1. Better Decision 1. Delay in decision making

2. Better employee satisfaction 2. Inefficient and incompetent employees

3. Increased productivity 3. Absence of discipline

4. Promotion of mutual 4. May cause inconsistent decisions

5. May result in confusion and lack of
cooperation
control
5. Development of subordinates
6. Reduces accountability
6. Two way communication
7. Enhances workers creativity
Laissez- faire Leadership Style
● A hands-off style where leaders
delegate tasks and allow team
members to make their own
decisions with minimal direction
● Leader grant authority and
responsibility to a group
● Role of leader is to provide advice
and direction as requested by
subordinates
● Subordinates enjoy high degree of
freedom in decision making
Characteristics of Laissez- faire Leadership Style
1. Believes in liberally sharing responsibilities

2. Gives employee total freedom

3. Delegates all decisions

4. Relies on worker’s self motivation

5. Displays extensive trust on workforce

6. Motivates through freedom and flexibility

7. Communicates through broad goals, providing minimum amount of direction

Advantage: Laissez faire Disadvantage: Laissez faire Leadership
Leadership 1. Avoidance of management
1. Enhances workers creativity 2. Ignores leaders contribution
2. Develops worker initiative
3. Leads to inadequate direction
3. Results in employee ownership
4. Increased employee motivation 4. Result in confusion

5. Boosts up employee morale 5. Viewed as no caring leadership style

and job satisfaction
6. Lack of accountability
6. Higher employee growth and
opportunities
Managerial Ethics: Concept
● Ethics are moral principles that guides the way a person or organization
behaves
● Managerial ethics are moral principles employees in a leadership position
follow to guide their actions and behaviours
Ethical practices in everyday work
1. Be Honest and Transparent

2. Respect Others

3. Follow the legal practices

4. Practice participation

5. Demonstrate honesty and fairness

6. Hold accountability

7. Speak Up Against Unethical Behavior

Motivation: Concept
● Act of inspiring employees to devote maximum effort to achieve
organizational objective
Motivation: Importance
1. Goal achievement
2. Higher efficiency
3. To minimize conflict
4. Low employee absenteeism and
turnover
5. Acceptance of organizational
changes
6. Effective utilization of resources
7. Basis of coordination
8. Minimizes supervision cost
Techniques of Motivation
1. Financial Incentive
2. Reward and promotion
3. Participation
4. Delegation of authority
5. Job Security
6. Job rotation
7. Reinforcement: support
8. Quality of work life: favorable work
environment
9. Competition
Communication: Concept
● It is transformation of information from one person to another to fulfill
common interest
● Exchange of facts, opinions, ideas, suggestions, and other information
● Continuous process and basis of managerial function
Communication: Nature/ feature
● Minimum two person
● Two way process
● Pervasive function (a function that is present and practiced across all levels
and areas of an organization)
● Continuous function
● Oral or written
● Formal or informal
● Basis of action and coordination
● Dynamic
Process of Communication
Process of Communication
1. Sender
● The sender is the person or source who starts the communication.
● They have an idea, feeling, or piece of information they want to share.
● Example: A manager wants to inform the team about a meeting.

2. Message
● The message is the actual information, thought, or idea that the sender
wants to convey.
● It can be spoken, written, or shown through signs or gestures.
● Example: "The meeting is at 10 AM tomorrow."
3. Encoding
● Encoding is how the sender puts their idea into a form that the receiver can
understand.
● This involves choosing the right words, tone, body language, or visuals.
● Example: The manager types an email or speaks the message.
4. Medium (or Channel)
● The medium is the method or path through which the message travels from
sender to receiver.
● It can be verbal (face-to-face, phone), written (email, letter), or non-verbal
(gestures).
● Example: Email, phone call, meeting, or even a poster.
5. Receiver
● The receiver is the person who gets the message.
● Their role is to pay attention and try to understand what the sender meant.
● Example: The team members reading the email or hearing the message.
6. Decoding
● Decoding is the process by which the receiver interprets or makes sense of
the message.
● Their understanding depends on their knowledge, language skills, mood, etc.
● Example: The team members understand that they have a meeting at 10 AM.
7. Feedback
● Feedback is the receiver’s response to the message, sent back to the
sender.
● It shows whether the message was understood correctly.
● Example: Team members reply “Got it” or ask questions if unclear.
8. Noise
● Noise is anything that disturbs or interferes with the communication process.
● It can be physical (loud sounds), psychological (stress, bias), or technical
(bad signal).
● Example: A weak internet connection makes the email unreadable, or the
receiver is distracted.
Nature/ Structure of Communication

Communication structure is the established network in which the information

flow into many directions on the basis of requirement.

1. Wheel Structure

2. Chain Structure

3. Circle Structure

4. All channel structure

1. Wheel Structure

● A central hub person or leader acts as the

primary point of communication, with all other

members connecting to this hub but not to

each other.

● Efficient for quickly disseminating information

from the central authority to all members

● limit direct interaction and feedback between

individuals outside the hub

2. Chain Structure

● Information flows in a strict, hierarchical

order, typically from top to bottom or vice

versa

● each person in the chain communicates with

the person immediately above or below

them, creating a sequential flow of

communication
3. Circle Structure

● Information flows horizontally within a group,

where each member can only communicate

directly with those immediately to their left

and right

● Creates a decentralized system with equal

communication opportunities for all

members, but information transmission can

be slower
4. All Channel Structure

● A network where every member of a group

can communicate directly with any other

member

● High levels of interaction, where everyone

is equally able to share their views and

engage in open dialogue

Types of Communication

1. Formal and informal communication

➢ Formal follows official channels, while informal is casual and spontaneous.

2. Oral and written communication

➢ Oral involves spoken words, and written uses text to share information.

3. Upward and downward communication

➢ Upward flows from subordinates to superiors; downward goes from superiors

to subordinates.
4. Personal and group communication

➢ Personal is one-on-one, while group involves multiple participants.

5. Specific and mass communication

➢ Specific targets a particular audience; mass reaches a broad, general public.

Barriers to Effective Communication

a. Physical Barriers

● Include noise, distance, and physical environment (e.g., walls, poor lighting).

● Can interrupt or block the message from reaching the receiver clearly.

b. Psychological Barriers

● Involve emotional or mental state, such as stress, fear, or lack of attention.

● Personal biases or assumptions can distort the message.

c. Organizational Barriers

● Arise from rigid hierarchy, unclear roles, or poor communication channels.

● Can lead to delays, confusion, or message distortion.

Barriers to Effective Communication

d. Semantic Barriers

● Occur due to language differences, jargon, or misinterpretation of words.

● Message meaning gets lost or misunderstood.

e. Technological Barriers

● Include poor internet connection, outdated devices, or incompatible software.

● Can prevent smooth or timely exchange of information.