This presentation is a report to better assist you in developing your leadership skills.

1. LEADERSHIP COMMUNICATION
AUDIT
THE PURPOSE OF THIS REPORT IS TO BETTER ASSIST YOU IN DEVELOPING YOUR
LEADERSHIP SKILLS. THIS WILL HELP YOU INCREASE YOUR AWARENESS OF YOUR
LEADERSHIP STYLE THROUGH EXAMPLES OF YOUR PREVIOUS COMMUNICATION WITH
THE TEAM YOU ARE CURRENTLY LEADING.
THIS DOCUMENT WAS CREATED BY MGT 422/522 STUDENTS
DECEMBER 10, 2015

2. TABLE OF CONTENTS
▸ Background………………………………………………………page 3
▸ Your Strengths……………………………………………….…..page 11
▸ Your Opportunities…………………………………………..….page 15
▸ Additional Results
▸ Relationship Quality………………………………………….page 19
▸ Competing Values……………………………………………page 21
▸ Rapport Management……………………………………….page 31

3. BACKGROUND
THIS SECTION INCLUDES:
YOUR LEADERSHIP DEVELOPMENT GOAL
COMPETING VALUES
RAPPORT MANAGEMEMNT
COMMUNICATION STRATEGIES AND TACTICS

4. BACKGROUND: YOUR LEADERSHIP DEVELOPMENT GOAL
THIS IS A QUICK SNAPSHOT OF YOUR LEADERSHIP STYLE AND BEHAVIOR
We have conducted this report and assignment to help you reach your goal of communicating well
and mediating well.
Because of your goal to be a successful leader and mediator, your performance as a mediator and
your communication with your members was our primary focus in this study and report. To provide
meaningful results of your written and oral communication, we collected written interactions
(emails, GroupMe messages, and Trello board messages) and witnessed oral interactions between
you and your team members. We also collected a survey of performance reviews from your team
members. This survey recorded results involving your communication with them as a leader. The
survey asked about the following areas:
1. Leader-member relationship quality
2. Leader competing values
3. Leader rapport management behavior
The following pages will briefly explain competing values, communication strategies, and rapport
management. However, while this report is to help you meet your goals and improve your
leadership skills, please remember that this is only a snapshot.

5. BACKGROUND: COMPETING VALUES
WHILE A LEADER SHOULD CAREFULLY CHOOSE THESE VALUES FOR EACH INDIVIDUAL SITUATION,
A SUCCESSFUL LEADER NEEDS TO ACHIEVE A BALANCE OF THESE VALUES OVER TIME.
PeoplefocusTaskfocus
Static focus Dynamic focus
Valuing Consulting
Informing Directing
Successful and effective
managers and leaders are
influenced by and
communicate all four of
these overarching values:
valuing, consulting,
informing, and directing.
While it is difficult to
balance these four values
because these tend to
compete and conflict with
one another, it is ideal to
learn to balance the four
over time.
Builds
organizational
commitment
Assists in
adapting to
change
Organizes
processes and
procedures
Maximizes
output

6. BACKGROUND: RAPPORT MANAGEMENT
RAPPORT DESCRIBES AND INDICATES THE RELATIONSHIP QUALITY.
Rapport is greatly influenced by certain
communication behaviors exhibited by the
leader. Rapport is associated with many
positive outcomes such as better team
performance, better team attitude, and
accurate performance assessments.
To manage rapport and make
communication and interactions fun and
enjoyable for the entire team, a leader
should tend to the following needs, but
needs are different for every member.
Therefore, a leader must get to know the
team in order to accurately predict which
needs are most important to which
individual members.
Tend To Ego Needs With Praise
Tend To Ego Needs With Time
Tend To Autonomy Needs

7. BACKGROUND: COMMUNICATION STRATEGIES & TACTICS
THERE ARE THREE MAIN STRATEGIES:
OFF RECORD
ON RECORD POLITELY
ON RECORD PLAINLY

8. BACKGROUND: COMMUNICATION STRATEGIES & TACTICS
OFF RECORD
There are 3 tactics to this strategy:
Tactic 1: Be cursory Tactic 2: Be Irrelevant Tactic 3: Be Figurative
▸ This communication strategy is used when the leader is being ambiguous.
▸ This strategy should only be used when the organizational purpose is
unimportant.
▸ This strategy should not be used often. In fact, it should be rare.

9. BACKGROUND: COMMUNICATION STRATEGIES & TACTICS
ON RECORD PLAINLY
Tactic 1: Be Positive
Tactic 2: Be Inclusive
Tactic 3: Be Present
Purpose: Autonomy
Tactic 1: Question
Tactic 2: Be Impersonal
Tactic 3: Minimize
Purpose: Tend Ego
▸ This common communication strategy is used when the leader is being clear but sensitive.
▸ There are two purposes of this:
▸ To tend to ego needs
▸ To tend to autonomy needs.
▸ This strategy should be used when the purpose of the communication could have a
negative impact on rapport with the team.
▸ This should be used when the purpose and the relationships are important.
Tactic 4: Be Deferential
Tactic 5: Be Pessimistic
Tactic 6: Apologize
Tactic 7: Be Grateful

10. BACKGROUND: COMMUNICATION STRATEGIES & TACTICS
ON RECORD POLITELY
Tactic 1: Be Explicit & Direct Tactic 3: Be Brief
Tactic 4: Be Organized
▸ This common strategy means being completely clear about what you say and
your intentions.
▸ This should only be used when the organization purpose is most important.
▸ This strategy might have positive or negative effects on your rapport with the
team.
There are 4 tactics to this strategy:
Tactic 2: Be First

11. YOUR STRENGTHS
ACTING AS A MEDIATOR
DIRECTING FUTURE BEHAVIOR
CONSULTING MEMBERS

12. RESULTS: YOUR STRENGTHS
YOU EFFECTIVELY CONSULT YOUR MEMBERS, ESPECIALLY IN PERSON.
▸ Your consulting and valuing skills when face-to-face with members are
outstanding and this has been noted in multiple meetings.
▸ To start one meeting you, asked your teammates where they are and
where they are headed in the project. We see this type of interaction as
being positive in the way you trust your team members to give
autonomy to complete their own work.
▸ It was also noted that during the meeting, you took time to lead the
meeting in such as way as to hit topics that needed to be discussed,
but after introducing the topic you allowed the member with the most
expertise to lead the discussion. This again shows a great deal of trust
in your members and should have an overall positive effect.

13. RESULTS; YOUR STRENGTHS
VIA ELECTRONIC COMMUNICATION, YOU COMMUNICATE EFFECTIVELY WHEN
DIRECTING THE FUTURE BEHAVIOR OF YOUR TEAM MEMBERS.
▸ In contrast to your in-person leadership style of being very personable
and consulting, you showed strength in directing and informing
through electronic means of communication.
▸ In multiple sections of emails, we noted you reminding your
teammates in a straightforward fashion of upcoming due dates and
other topics that needed attention.
▸ The following are examples taken from your electronic communication
with your team via email, the trello board, and GroupMe messages:
▸ “Fill out timesheets!!!” “Create user stories” “Meeting with advisor
either over the phone or in person on Tuesday” “Sign up for mock
interviews”

14. RESULTS: YOUR STRENGTHS
YOU EFFECTIVELY MEDIATE BETWEEN THE CLIENT AND THE GROUP
▸ In one of our meetings you expressed the desire to develop and improve
your communication skills between a team and the project owners.
▸ In an email you sent to your team, “Attached are the files from ------- with data
that they currently receive.” This message showed your skills in effectively
and efficiently informing and directing via electronic communication.
▸ In a similar fashion another email stated “When I was on the phone with ------
he said there are four main files we will be receiving….” Again, you informed
you team in a straightforward fashion and allowed for no misinterpretation
between the team and client.
▸ After the last sentence you asked your team to “Let me know if all the data
listed above is in the excel files.” This directed your team by informing them
exactly what to do in a certain situation so you could quickly resolve the error
with the client.

15. YOUR OPPORTUNITIES
BE COMFORTABLE WITH ALL FOUR COMMUNICATION
VALUES
BE FLEXIBLE

16. RESULTS: YOUR OPPORTUNITIES FOR GROWTH
BE COMFORTABLE DIRECTING AND INFORMING IN FACE-TO-FACE COMMUNICATION
To better manage team
members and communicate
more effectively, use more
directive and informative
language when interacting
with them in person.
In our review of your face-to-face interactions with your team and also your electronic
communication with them, we found that you tend to shy away from directing and
informing in person and most often use electronic media to direct and inform. This
could potentially lead to a group member misunderstanding a task because electronic
communication is not as clear and comprehensible as face-to-face communication is.

17. RESULTS: YOUR OPPORTUNITIES FOR GROWTH
BE COMFORTABLE VALUING AND CONSULTING IN ELECTRONIC COMMUNICATION
To better manage rapport
within the team, use more
valuing and consulting
language when interacting
with them via electronic
communication.
When reviewing your interactions with your team via email, GroupMe, and other
electronic means, we found that you do not often use electronic communication to
value and consult your team. As a result, you may lose morale within the team, which
would cause you to be less effective as a leader.

18. RESULTS: YOUR OPPORTUNITIES FOR GROWTH
FLEXIBILITY AND ADAPTABILITY AS A LEADER
Mediator vs. Leader
During our preliminary discussions with you and upon further analysis of the makeup
of your team and the nature of the project you have been tasked with, it became clear
that you are acting as a mediator, which works perfectly with regard to this specific
project. However, in the future, you will need to adapt your leadership style to meet
the needs of the team you are leading. For example, future teams may require less
autonomy and more direction and supervision over their work. Therefore, you will
have to be flexible with your leadership style and act as more of a manager than a
mediator.

19. ADDITIONAL RESULTS
RELATIONSHIP QUALITY:
YOUR TEAM’S PERCEPTION OF YOUR WORKING RELATIONSHIP WITH THEM.

20. ADDITIONAL RESULTS: RELATIONSHIP QUALITY
YOUR TEAM MEMBERS
NOTED A POSITIVE
RELATIONSHIP WITH
YOU.
1 Being Negative
5 Being Positive
Characterize your Working Relationship
with your Project Manager?
Member 5
Member 4
Member 3
Member 2
Member 1
0 1 3 4 5
Three members of your
team noted a perfect “5”
score for their working
relationship with you, and
two members noted around
a “4” for their relationship
with you. Both of these
scores are high and very
good for a leader to have
with her members. This
means you effectively
choose correct
communication strategies
to grow your relationships
with these members

21. ADDITIONAL RESULTS
COMPETING VALUES:
YOUR MOST AND LEAST COMMON COMMUNICATION VALUES
YOUR EFFECTIVENESS IN ALL ALL FOUR QUADRANTS OF COMMUNICATION VALUES
THE FREQUENCY OF DESIRED VS. ACTUAL COMMUNICATION VALUES

22. ADDITIONAL RESULTS: VALUE IDENTIFICATION
YOUR TEAM MEMBERS
PERCEIVED YOU STRONGLY AS A
COORDINATOR AND MENTOR,
BUT NOT AS MUCH AS A
PRODUCER AND INNOVATOR.
1-Most
Applicable
4-Least
Applicable
*Please note that for this
graph, 1 is the most
applicable and 4 is the
least applicable value.

23. ADDITIONAL RESULTS: VALUE IDENTIFICATION
*Please note that for
this graph, 1 is the
most applicable and
4 is the least
applicable value.
YOUR TEAM MEMBERS PERCEIVED
YOU STRONGLY AT EFFICIENCY
AND GOAL ACHIEVEMENT, BUT NOT
AS STRONGLY AT COMMITMENT
AND AGILITY.

24. ADDITIONAL RESULTS: VALUE IDENTIFICATION
YOUR TEAM MEMBERS
PERCEIVED YOU STRONGLY AS A
TEAM BUILDER AND ORGANIZER,
BUT NOT AS STRONGLY OF A
VISIONARY AND HARD DRIVER.
*Please note that for this graph, 1
is the most applicable and 4 is
the least applicable value.

25. ADDITIONAL RESULTS: VALUE IDENTIFICATION
YOUR TEAM’S VIEWS OF YOU
WERE SPLIT IN THIS QUESTION.
HOWEVER, MOST MEMBERS
PERCEIVED YOU STRONGLY AS A
FACILITATOR AND MONITOR.
*Please note that for this graph, 1
is the most applicable and 4 is
the least applicable value.

26. ADDITIONAL RESULTS; VALUE COMMUNICATION FREQUENCY
YOUR TEAM RECOGNIZED YOU AS A LEADER WHO CONSULTED WITH THEM OFTEN.
HOWEVER, BASED ON THE RESULTS, MOST OF YOUR TEAM WANTED YOU TO CONSULT
WITH THEM LESS OFTEN.
Consulted Breakdown
0
1
3
4
5
1 2 3 4 5
Consulting Desired Consulting Actual

27. ADDITIONAL RESULTS; VALUE COMMUNICATION FREQUENCY
Informed Breakdown
0
1
3
4
5
1 2 3 4 5
Informing Desired Informing Actual
YOUR TEAM RECOGNIZED THAT YOU ARE AS A LEADER WHO INFORMS THEM
OFTEN, BUT WANTED YOU TO INFORM THEM A LITTLE LESS THAN YOU DID.

28. ADDITIONAL RESULTS; VALUE COMMUNICATION FREQUENCY
Directed Breakdown
0
1
3
4
5
1 2 3 4 5
Directing Desired Directing Actual
YOUR TEAM MEMBERS RECOGNIZED THAT YOU DIRECTED THEM A LOT, AND MOST
MEMBERS SAW THE VALUE IN BEING DIRECTED. THEREFORE, MOST MEMBERS WANTED
YOU TO CONTINUE TO DIRECT THEM AT THE SAME RATE YOU HAVE BEEN DIRECTING.

29. ADDITIONAL RESULTS: VALUE COMMUNICATION FREQUENCY
Valued Breakdown
0
1
3
4
5
1 2 3 4 5
Valuing Desired Valuing Actual
MOST TEAM MEMBERS RECOGNIZED THE NEED TO BE VALUED AND WANTED YOU TO
CONTINUE TO VALUE THEM AT THE SAME RATE. HOWEVER, TWO MEMBERS WISHED
TO BE VALUED LESS THAN YOU WERE VALUING THEM.

30. SUMMARY OF VALUE EFFECTIVENESS BASED ON RESULTS
▸ Based on the results from the previous graphs as well as
observations, your team feels that you are an effective
facilitator and monitor who is great at achieving goals, but who
is also able to be a mentor to them as well. However, they tend
to view you most as a leader who is “able to get things done.”
▸ Most members recognize that you are strong in all four
quadrants, consulting, valuing, directing and informing.
However, some members wanted you to direct, value, inform,
or consult at a different rate than you actually were. Therefore,
it is important to specialize the way you communicate with
each person because people have different needs, as shown in
the graphs.
ADDITIONAL RESULTS: VALUE EFFECTIVENESS

31. ADDITIONAL RESULTS
RAPPORT MANAGEMENT:
THE FREQUENCY OF ACTUAL VS. DESIRED EGO SUPPORT THROUGH PRAISE
THE FREQUENCY OF ACTUAL VS. DESIRED EGO SUPPORT THROUGH TIME GIVEN
THE FREQUENCY OF ACTUAL VS. DESIRED AUTONOMY
YOUR OVERALL EFFECTIVENESS IN ALL THREE RAPPORT MANAGEMENT BEHAVIORS

32. ADDITIONAL RESULTS; RAPPORT MANAGEMENT FREQUENCY
Praised Actual Praised Desired
YOUR TEAM RECOGNIZED THAT YOU ARE STRONG AT MANAGING RAPPORT BY TENDING TO THEIR EGO
NEEDS AND PRAISING THEM. MOST MEMBERS WISHED FOR YOU TO CONTINUE THIS. HOWEVER, THERE ERE
DISCREPANCIES BECAUSE ONE MEMBER WISHED TO BE PRAISED MORE AND ONE MEMBER WISHED TO BE
PRAISED LESS.

33. ADDITIONAL RESULTS; RAPPORT MANAGEMENT FREQUENCY
Time for my Questions and Concerns Time Necessary to Interaction
YOUR TEAM RECOGNIZED THAT YOU ARE STRONG AT MANAGING RAPPORT BY TENDING TO THEIR EGO
NEEDS AND GIVING THEM TIME. YOUR MEMBERS RANKED YOU HIGH IN HAVING TIME FOR THEIR
QUESTIONS AND CONCERNS AS WELL AS INTERACTIONS.

34. ADDITIONAL RESULTS; RAPPORT MANAGEMENT FREQUENCY
Autonomy Actual Autonomy Desired
THERE WERE DISCREPANCIES IN THE PERCEPTION OF AUTONOMY. MOST OF YOUR TEAM RECOGNIZED THAT
YOU TRUSTED THEM AND ALLOWED THEM TO HAVE A LOT OF AUTONOMY. HOWEVER, ONLY TWO MEMBERS
WISHED FOR THE AMOUNT OF AUTONOMY YOU GAVE. TWO MEMBERS WISHED FOR LESS AUTONOMY WHILE
ONE MEMBER WISHED FOR MORE AUTONOMY.

35. ADDITIONAL RESULTS; RAPPORT MANAGEMENT EFFECTIVENESS
▸ Overall, your members recognized that you are excellent at
rapport management because you tended to their autonomy
needs by trusting them as well as their ego needs by giving
them praise and time.
▸ However, some members showed that they wanted a different
amount of praise or autonomy. For example, Member 1
showed that he or she wanted less autonomy and less praise
than he or she actually received. Therefore, it is important to
get to know your individual members and recognize their
individual needs. It is acceptable to give members different
amount of praise or autonomy if that is what they need.
SUMMARY OF RAPPORT MANAGEMENT RESULTS