What is leadership

commnication?
Week 2
 Table of contents
• Group presentation

• Identifying Leadership

• Connecting Leadership to Communication

• Projecting a Positive Leadership Ethos

• Building Credibility

• Connecting Ethos to Ethics

GROUP PRESENTATION
IDENTIFYING LEADERSHIP
 Identifying Leadership
Charismatic
Influences others through the power of personality.
Acts energetically, motivating others to move
forward. Inspires passion, commitment, and action.
Believes and trusts in self first and foremost.
Transformational
Expects team to transform even when it's
uncomfortable. Counts on everyone giving their best.
Serves as a role model for all involved.
Laissez-faire
LEADERSHIP STYLES
Knows what is happening but not directly involved in
all of it. Trust's others to keep their word. Monitor's
performance, gives feedback regularly.
Situational
Adapts as needed to different situations. Matches
leader’s conduct with group's readiness. Directs and
nstructs while also empowering and supporting.
Source: https://www.asaecenter.org/resources/articles/an_plus/2019/december/eight-leadership-styles-and-when-to-use-them
Transactional (Pacesetter)
Sets high performance standards for self and the
group. Epitomizes the behavior sought from others.
Sticks up for own beliefs
Innovative
Grasps the entire situation and goes above and
beyond the usual course of action. Can see what is
THE CENTER FOR not working and brings new thinking and action into
play. Operates by envisioning the desired result and
ASSOCIATION works backwards to deliver the breakthrough.
LEADERSHIP
IDENTIFIES EIGHT Servant
Puts service to others before self-interest. Includes
the whole team in decision making.
Provides tools to get the job done. Stays out of the
limelight and lets team accept credit for results.
Command and Control
Follows the rules and expects others to do the same.
Believes in the chain of command and is the sole
decision maker. Engages in top-down interactions.
https://www.youtube.com/watch?v=9u8_ctKso0Y Time: 03:52
Transformational Leadership

Connects with
Inspires trust others
and respect individually
and in groups
TRANSFORMATIONAL
LEADER HAVE A
POSITIVE ETHOS
(AUTHORITY AND CREDIBILITY)
Skillfully Articulates a
motivates and clear and
guides others motivating
to act vision
 Transformational Leadership

Lou Steve Jobs Jeff Bezos Nelson Mahatma

Gerstner Cofounder Founder and Mandela Gandhi
CEO IBM and CEO - CEO - President Anti-
1993 - 2002 Apple Amazon South Africa Colonial
Credited with 1977 - 2011 1995 – to 1994 – 1999 Nationalist
turning Revolutionize date Anti- 1919 – 1948
around IBM d the Considered to Apartheid Nonviolent
computer be the “top Revolutionary Freedom
industry CEO.” Fighter
Connecting
Leadership to
Communication
Class Activity
 Defining Communication
MESSAGE
The CONTEX:
Rhetorical
Situation

MEDIUM

COMMUNICATOR AUDIENCE
 Defining Communication
MESSAGE
The CONTEX:
Rhetorical INFLUENCES HOW THE
Situation MESSAGE IS RECEIVED
AND PERCEIVED.
Examples:
• SMS
• Facebook
• etc

MEDIUM

COMMUNICATOR AUDIENCE
 Defining
“Leadership communication is
the controlled, purposeful
transfer of meaning by which
individuals influence a single
person, a group, an
organization, or a community
by using the full range of their
communication abilities and
resources to connect positively
with their audiences, overcome
interferences, and create and
deliver messages that guide,
direct, motivate, or inspire
others to action.”
- Deborah J. Barrett
 Defining Leadership Communication

UNDERSTAND THE
AUDIENCE

APPRECIATE THE SELECT THE RIGHT

CONTEXT MEDIUM

ABILITY TO CRAFT
ANTICIPATE THE EFFECTIVE LEADERSHIP MESSAGES THAT
POTENTIAL COMMUNICATION REQUIRES REACH THE
INTERRUPTIONS AUDIENCE
 The Leadership Communication Framework

1. Strategy 6. Woking in Teams

7. Conducting
9 5 Meetings
2. Effective Writing 10
8. Functioning
3. Effective
effectively in
Speaking
1 6 organizations
4. Emotional
4 2
intelligence & 9. Handling Internal
interpersonal skills Relations
8
5. Diversity & 3
intercultural 10. Handling
communication 7 External Relations
https://www.youtube.com/watch?v=1JRmIWNgpKA Time: 3:17
Projecting a
Positive
Leadership
Ethos
Projecting a Positive Leadership Ethos
 Appeal based
on the perceived character of the
sender of the message
Appeal based on the logic of an
Appeal based on the use of emotions.
argument
 Video

https://www.youtube.com/watch?v=aUpiy67_nt4
 Why is Ethos important?

High Ethos Low Ethos

 Audience will  Audience will not
concentrate and listen concentrate or listen
 Audience assumes you  Low expectations and
will share something if you start poorly the
useful, and they audience will not listen
respect you
 Audience are less
 Audience are more likely to be persuaded
likely to be persuaded
 Your speech needs to
 You can give a bad be very good to
speech, but you are persuade the audience
still able to persuade
the audience
Source: https://virtualspeech.com/blog/ethos-pathos-logos-public-speaking-persuasion
Do they project positive ethos?

ALBERT EINSTEIN
POPE
ForemostFRANCIST 1 ST
Theoretical Physicist
CRISTIANO
Religious LeaderRONALDO
– Catholic Church
DALAI ADOLF
Worldclass
LAMA HITLER
football player
Führer of the Nazi Party
Espiritual Leader
JEFF BEZOS
JACKFounder
MA and CEO Amazon
Founder andPHILLIP
CEO AlibabaKOTLER
Group
PABLO
FatherESCOBAR
of Marketing
Leader of the medellín cartel
VLADIMIRONELSON MONTESINOS MANDELA
President
Former Presidencial AdvisorSouth Africa
Defining Ethos
Credibility:
The Key to
Successful
Influence
 Dimensions and Challenges of Credibility

Competence Trustworthiness Dynamism

(Knowledge) (Character) (Confidence)
 Building Your Credibility – Short run

PHYSICAL APPEARANCE
LANGUAGE AND OTHER
NONVERBAL
BEHAVIORS

SELF PFRESENTATION
BEHAVIORS
 Building Your Credibility – RELATIONSHIPS
Sharing and
delegation of
control
Behavioral Communication
integrity

Behavioral
2 4 Demonstration
consistency of concern
1 5
Conecting ethos to ethics
 Connecting Ethos to Ethics

Outward Communication
Inner character:
manifestation: actions:
• Appropriately dressed • Honest • Skilled speaking and
and behaved
• Charismatic • Honorable •
writing
Empathetic listening
POSITIVE
• Well prepared and • Appropriate nonverbals
knowledgeable
• Documented expertise:
• Truthful •
•
Sincere connection
Displayed emotional
ETHOS
• Education • Fair intelligence
• Credentials • Sensitivity to
• Experience • Ethical intercultural differences
 Approaches to ethical decisions
1. End results (consequentialist)—focuses on harms and benefits to
stakeholders to arrive at a decision that produces the greatest good for the
greatest number.

2. Duty (deontological)—emphasizes duties, rights, and justice, based on moral

standards, principles, and rules.

3. Social contract (group virtue)—bases ethical decisions on the customs and

norms, the character and integrity of the moral community.

1. Personal (individual virtue)—bases ethical decisions on the conscience,

what feels right to the individual.
Making ethical decisions

01 02 03 04
Understand moral Define the complete • Determine economic Propose a
standards and moral problem Outcomes convincing moral
recognize moral •Consider legal solution
impacts: Requirements
• Benefits to some •Evaluate ethical
• Harms to others duties
• Rights exercised
• Rights denied.
 Ethical or Unethical

Telling
You
You saw
have you
a yourboss
friend boss,
that
who hassexually
a coworker
sent you aharassing
is joke
sexist stealing
the office
office
through assistant,
supplies.
e-mail at work.
Printing personalforwarding
documents at your work place?
(You
so
You you
have
are tell proof)
human resources what´s happening.
considering it to some of your closest friends.
 Conclusions
• Identifying Leadership

• Connecting Leadership to Communication

• Projecting a Positive Leadership Ethos is essential for leaders

• Building credibility is done in the short-term and with relationships.

• Several ways to make ethical decisions

 HOMEWORK

Homework Wednesday Saturday

READING ASSINGMENT: Chapter 1 - Barrett, Deborah, 1949-
(2014). Leadership communication (14th ed.) and pages 178 –
184 Hackman, Michael Z (2018). Leadership : a communication Due on: Abril 5, 2022 at Due on: April 8, 2022 at
perspective / Michael Z. Hackman, Craig E. Johnson (7ma. 11:59pm 11:59pm
Edición).

Due on: Abril 5, 2022 at Due on: April 8, 2022 at

Credo Memo
11:59pm 11:59pm

Due on: Abril 5, 2022 at Due on: April 8, 2022 at

Ethical Case Study
11:59pm 11:59pm
 bibliography
• [1] Barrett, Deborah, 1949- (2014). Leadership communication (14th
ed.). New York: McGraw-Hill Education.

• [2] Hackman, Michael Z (2018). Leadership : a communication

perspective / Michael Z. Hackman, Craig E. Johnson (7ma. Edición).
Long Grove, Illinois: Waveland Press, Inc..