Communication, Coaching, and Conflict SkillsChapter 6Part Tw.docx

Communication, Coaching, and Conflict Skills
Chapter 6
Part Two: Team Leadership
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copied, scanned, or duplicated, in whole or in part, except for
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classroom use.
1
Learning Outcomes
List the steps in the oral message-sending process.
List and explain the three parts of the message-receiving
process.
Describe paraphrasing and state why it is used.
Identify two common approaches to getting feedback, and
explain why they don’t work.
Describe the difference between criticism and coaching
feedback.
Discuss the relationship between the performance formula and
the coaching model.
Define the five conflict management styles.
List the steps in the initiating conflict resolution model.
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2
Communication and Leadership
Communication is the process of conveying information and
meaning.
True communication happens only when all parties understand
the message (information) from the same perspective (meaning).
Communication and leadership.
There is a positive relationship between communication
competency and leadership performance.
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Sending Messages and
Giving Instructions
Managers send a message when instructing.
How well you give instructions directly affects performance.
Plan your message before sending.
The oral message-sending process: (1) develop rapport; (2) state
your communication objective; (3) transmit your message; (4)
check the receiver’s understanding; and (5) get a commitment
and follow up. See Model 6.1.
Written communication.
Lack of organization is a major problem.
Write to communication, not to impress.
Edit your work and rewrite if needed.

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Receiving Messages
The message-receiving process includes listening, analyzing,
and checking understanding. See Exhibit 6.1.
Listening is the process of giving a speaker you undivided
attention.
#1 thing lacking in new college grads is listening skills.
Analyzing is the process of thinking about, decoding and
evaluating the message.
Checking understanding is the process of giving feedback.
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The Importance of Feedback
Feedback is the process of verifying messages and determining
if objectives are being met.
Role of feedback in verifying messages.
Paraphrasing is the process of having the receiver restate the
message in her/her words.
Role of feedback in meeting objectives.
Ongoing feedback increases motivation.
The need to be open to feedback – criticism.
View criticism as an opportunity to improve.
Stay calm, don’t get defensive and don’t blame others.

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Common Approaches to Getting Feedback
And Why They Don’t Work
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Assuming
Send the message and assume mutual understanding without
getting feedback.
“Do you have any questions?”
Give entire message and ask for questions, feedback does not
usually follow – people do not ask questions.
Another common error is assuming no questions means there is
mutual understanding.
Getting feedback ensures mutual understanding.

How to Get Feedback on Messages
Be open to feedback:
If questions upset you, you will get no questions.
Be aware of nonverbal communication:
Make sure yours encourages feedback.
Ask questions:
Ask direct questions on specific information.
Use paraphrasing:
How we ask for paraphrasing affects attitude.
For a formal feedback process, use:
360-degree feedback is based on receiving performance
evaluations from many people. See Exhibit 6.2.
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Coaching
Coaching is the process of giving motivational feedback to
maintain and improve performance.
Coaching guidelines: See Exhibit 6.3.
Specific feedback is needed to avoid confusion.
Descriptive feedback can be based on facts (observed and
proven) or inferences (unproven).
The job instructional training (JIT) steps include (1) trainee

receives preparation; (2) trainer presents the task; (3) trainee
performs the task; and (4) trainer follows up. See Model 6.2.
Feedback should be given as soon as possible but be flexible;
withhold feedback when pressed for time or when emotions are
high.
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Criticism vs. Coaching Feedback
Criticism is rarely effective, employees get defensive and
develop a negative attitude.
Coaching feedback is based on a good, supportive relationship;
it is specific and descriptive; and it is not judgmental criticism.
Criticism makes employees feel like losers, coaching feedback
makes them feel like winners.
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Coaching Model
Attribution theory is used to explain the process managers go
through in determining the reasons for effective or ineffective
performance and deciding what to do about it.
The performance formula explains performance as a function of
ability, motivation, and resources. See Model 6.3.
Improving performance with the coaching model:
Step 1. Describe current performance,

Step 2. Describe desired performance,
Step 3. Get a commitment to the change, and
Step 4. Follow up. See Model 6.4.
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Mentoring
Mentoring is a form of coaching in which a more-experienced
manager helps a less-experienced protégé.
Primary responsibility is to coach by providing good, sound
career advice and help develop leadership skills.
Seek out a good mentor – formal or informal.
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Managing Conflict
A conflict exists whenever people are in disagreement and
opposition.
All human relations rely on the:
psychological contract – set of unwritten implicit expectations
of each party in a relationship.
Often unaware of our expectations until they are unmet.
Conflict arises when the contract is broken.
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Broken Contract
We fail to communicate our expectations or ask about
expectations of other party.
We further assume other party has same expectations as us.
Conflict can be
Functional conflict – opposition supports objectives.
Dysfunctional conflict – prevents the objectives from being
met.

Conflict Management Styles
The avoiding conflict style user passively ignores the conflict
rather than resolve it.
Appropriate use:
When conflict is trivial,
When your stake is not high,
When confrontation would damage relationship, or
When time is short or emotions are high. See Exhibit 6.4.
Maintains relationships.
No resolution.
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Advantage
Disadvantage

The accommodating conflict style user passively gives in to the
other party.
Appropriate use:
The person enjoys following,
Maintaining the relationship is priority,
Changes are not important to accommodator, or
Time is limited.
Maintains relationships.
May be counterproductive.
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Advantage
Disadvantage
The forcing conflict style user uses aggressive behavior to get
their way.
Appropriate use:

Unpopular action must be take on important issues,
Commitment is not crucial to implementation,
Maintaining relationships is not critical,
Conflict resolution is urgent.
Better decisions if forcer is correct.
Overuse leads to hostility.
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Advantage
Disadvantage
The negotiating conflict style user attempts assertive, give-and-
take concessions.
Also called compromising style.
Appropriate use:
When issues are complex and critical,
Parties have equal power and differing solutions, or
A solution will only be temporary or if time is short.
Conflict is resolved quickly.
Can lead to subpar decisions.

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Advantage
Disadvantage
The collaborating conflict style user seeks joint resolution with
best solution for all.
Also called problem-solving style.
Appropriate use:
When compromise would result in sub-optimization,
When group goal comes first and members collaborate,
Maintaining relationships is important, or
Time is available or when it is a peer conflict.
Can lead to the best solution.
Time consuming.
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Advantage
Disadvantage
Initiating Conflict Resolution (Exhibit 6.5)
The initiating conflict resolution model steps are (1) plan a BCF
statement that maintains ownership of the problem; (2) present
your BCF statement and agree on the conflict; (3) ask for,
and/or give, alternative conflict resolutions; and (4) make an
agreement for change. See Model 6.5.
Step 1. Plan a Behavior, Consequence, and Feeling (BCF)
statement that maintains ownership of the problem.
Three things that do not belong in BCF statements:
Don’t make judgments, don’t make threats, don’t give solutions.
The BCF model describes a conflict in terms of behavior,
consequences, and feelings.
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Initiating Conflict Resolution (Exhibit 6.5)
Step 2. Present your BCF statement and agree on the conflict.

Make your short, planned statement and wait for a response –
persist if needed.
Step 3. Ask for, and/or give, alternative conflict resolutions.
Ask what can be done to resolve the conflict.
If agree, great; if not, offer your resolution.
Step 4. Make an agreement for change.
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Responding to Conflict Resolution (Exhibit 6.5)
These conflict resolution model steps help those in the role of
responder to a conflict.
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Listen
And paraphrase the conflict using the BCF model.
Agree
With some aspect of the complaint.

Ask for/Give
Alternative conflict resolutions.
Make
Agreement for change.
Mediating Conflict Resolution (Exhibit 6.5)
A mediator is a neutral third party who helps resolve a conflict.
The mediator should follow these steps:
Have each party state his/her complaint using the BCF model,
Agree on the conflict problem(s),
Develop alternative conflict resolutions,
Make an agreement for change, and
Follow up to make sure the conflict is resolved.
An arbitrator is a neutral third party who makes a binding
decision to resolve a conflict.
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Key Terms
arbitrator
attribution theory
BCF model
coaching
coaching feedback
communication
conflict
feedback
initiating conflict resolution model
job instructional training
mediator
mentoring
message-receiving process
oral message-sending process
paraphrasing
performance formula
360-degree feedback
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24
Leader-Member Exchange and Followership

Chapter 7
Part Two: Team Leadership
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1
Learning Outcomes
Describe the two subgroups that can form under Vertical Dyadic
Linkage Theory.
Define the two kinds of relationships that can occur between a
leader and followers under Leader-Member Exchange Theory.
Describe the role of the leader and follower in influencing LMX
relationships.
Discuss the main criticisms of LMX Theory.
Describe the two behaviors used in the Kelley Model and the
resulting five follower types.
Briefly describe the three factors that can enhance a follower’s
influence.
List five things a leader should delegate.
An effective evaluation should accomplish at least three things
– Name them.
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2
From Vertical Dyadic Linkage Theory to Leader-Member
Exchange Theory
Some suggest the quality of relationship between a leader and a
follower is more predictive of follower outcomes than traits or
behaviors of leaders.
Vertical dyadic linkage (VDL) theory focuses on how the
relationship (or linkage) between a leader and follower can
affect leadership.
In the 1980’s VDL was renamed the leader-member exchange
theory (LMX).
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Vertical Dyadic Linkage Theory
A dyad is defined as the individualized relationship between a
leader and each follower in a work unit.
Dyadic theory approaches leadership as an exchange
relationship which develops between a leader and a follower
over time during role-making activities.
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In-Groups and Out-Groups
The in-group includes followers with strong social ties to their
leader in a supportive relationship characterized by high mutual
trust, respect, loyalty, and influence.
Leaders influence with expert, referent, and reward power.
The out-group includes followers with few or no social ties to
their leader, in a strictly task-centered relationship
characterized by low exchange and top-down influence.
Leaders influence with position power.
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Leader-member exchange (LMX) is the quality of the exchange
relationship between a leader and a follower.
Leaders have LMXs that vary in quality.
This relationship only extends to the formal employment
contract.
This relationship results in higher job satisfaction and better
performance.
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High-quality social exchanges

Low-quality LMX relationships
Factors That Influence LMX Relationships
LMX relationships are based on social exchanges,
meaning there is reciprocity.
According to LMX theory, a leader
varies behavior according to the quality of the interpersonal
relationship with each individual.
The leader and the follower both influence the exchange
relationship.
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The Role of the Leader
LMX relationships develop when leaders move from economic-
based exchange to socially based exchange.
Followers with the latter exhibit greater organizational
citizenship behavior (OCB).
Organizational citizenship behavior is individual behavior that
is discretionary, not directly or explicitly recognized by the
formal reward system, and that in the aggregate promotes the
effective functioning of the organization.
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The Role of the Leader
A leader’s span of control is the number of direct followers to a
particular leader.
A positive work climate provides a setting for positive LMX
relationships.
Between leaders and followers and between followers.
Social identity is the degree to which members form close
social ties with the group and how it subsequently influences
interactions within and between group members.
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The Role of the Follower
A follower’s behavior and attributes influence how the follower
is perceived.
Proactive followers:
actively seek feedback about their role expectations,
show initiative,
possess a strong commitment to work unit goals,
show a sense of responsibility for unit success, and
have the right attitude.
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The Role of the Follower
Impression management is a follower’s effort to project a
favorable image to gain an immediate benefit or improve a long-
term relationship with the leader.
Performance-driven motive is the seeking of information to
improve work performance.
Impressions-driven motive is the desire to control how one
appears to the leader.
Ingratiation is the effort to appear supportive, appreciative, and
respectful.
Self-promotion if the effort to appear competent and
dependable.
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Benefits of High-Quality LMX Relationships
High-quality LMX employees show more OCB.
And receive higher performance ratings in return.
The leader can help with follower’s career.
These relationships are a reciprocal exchange.
When the leader fears damaging the relationship, the follower
has earned:
Social capital the set of resources that inheres in the structure
of relations between members of the group, which helps them
get ahead.
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Criticisms of LMX Theory
The LMX-7 questionnaire takes only the follower’s perspective.
Attribution bias in favor of some group members
raises the question of fairness and equality.
Some criticize the predictive power of LMX theory.
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Followership
Good followership is ‘upward influencing’.
Followership is a self-conscious choice.
Followership refers to the behavior of followers that result from
the leader-follower mutual influencing relationship.
A follower is a person who is under the direct influence and
authority of a leader.
Effective leadership requires effective followership.
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Types of Followers

The alienated follower is someone low on involvement yet high
on critical thinking.
They feel cheated for exemplary work.
The conformist follower is someone who is high on involvement
but low on critical thinking.
These are the “yes people”.
The passive follower is someone who is neither high on critical
thinking nor involvement.
They simply don’t get involved.
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Types of Followers
The effective follower is someone who is high on critical
thinking and involvement.
They have the courage to take risks for the organization.
The pragmatic follower exhibits a little of all four styles –
depending on which style fits the prevailing situation.
Advantage is this follower knows how to “work the system to
get things done”.
Disadvantage is this same behavior may be viewed as “playing
political games”. See Exhibit 7.1.
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Becoming an Effective Follower

How individuals see their role as followers informs how they
function.
Effective followers combine two roles:
to execute decisions made by a leader, or
to raise issues about those decisions when they are deemed
misguided or unethical.
Effective followers have a high self-efficacy.
Self-efficacy is a person’s beliefs in his or her capabilities to
produce at a certain level of performance.
See Exhibit 7.2.
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Factors that can Enhance Follower Influence
Power position.
Several power types may boost upward influence.
Locus of control.
Locus of control is on a continuum between an external and
internal belief over who has control of a person’s destiny.
Internal locus of control – masters of their own destiny.
External locus of control – pawns of fate.
Education and experience.
Followers can use expert power, skills, and experience. See
Exhibit 7.3.
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Dual Role
Leaders are still considered followers by those higher up in the
organization.
Common to switch from being a leader to being a follower
several times a day.
Executing both roles effectively is a challenge, but it can be
done.
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Delegation
Delegation is the process of assigning responsibility and
authority for accomplishing objectives.
Effective delegation considers task, time requirement, and
follower characteristics.
Leaders should delegate when:
Time is short for priority tasks,
Followers desire more challenges and opportunities, or when
Tasks match follower skill levels and experience.
Effective delegation allows people to prosper.
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Benefits of Delegation
Managers have more time to perform high-priority tasks.
Gets tasks accomplished and increases productivity.
Trains employees and improves their self-esteem.
Eases the stress and burden on managers.
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Obstacles to delegation
Managers become used to doing things themselves.
Managers fear employees will fail to accomplish tasks.
Managers believe they can perform tasks more efficiently.
Managers don’t realize importance, or know what/how to
delegate.
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Delegating too little
* Taking work home. * Performing employee tasks.
* A continual feeling of pressure/stress.
* Requiring employees seek approval before acting.
* Being behind in work. * Rushing to meet deadlines.
Delegation Decisions
What to delegate
Anything you don’t have to be personally involved with due to

your unique knowledge/skill.
Examples include:
Paperwork,
Routine tasks,
Technical matters,
Tasks with developmental potential, or
Employees’ problems.
What not to delegate
Anything you must be in involved with due to your unique
knowledge/skill.
Examples include:
Personnel matters,
Confidential activities,
Crises, or
Activities delegated to you.
Successful delegation is selecting the task to delegate
and whom to delegate it to.
Delegate to an employee with the capacity to get the job done
right by the deadline.
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Delegating with the Use of a Model
The delegation model steps are (1) explain the need for
delegating and the reasons for selecting the employee; (2) set
objectives that define responsibility, level of authority, and
deadline; (3) develop a plan; (4) establish control checkpoints
and hold employees accountable.
For step 4, it is helpful to:
List the control checkpoints in writing,
All parties should record control checkpoints on their calendars,

Evaluate performance at each control checkpoint, and
Upon completion, provide feedback that develops knowledge of
the results of work.
See Model 7.1.
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Evaluating Followers:
Guidelines for Success
Evaluations help followers correct weaknesses.
Followers respect leaders showing honesty, understanding, and
empathy during the process.
Followers want a fair, effective evaluation.
Leaders must specifically state deficiencies and calmly explain
impact on objectives.
At conclusion, follower must believe the leader desired to help
and both must agree on action steps for improvement.
See Exhibit 7.4.
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Key Terms
alienated follower
conformist follower
delegation
delegation model

dyad
dyadic theory
effective follower
follower
followership
impressions management
ingratiation
in-group
leader-member exchange (LMX)
locus of control
organizational citizenship behavior
out-group
passive follower
pragmatic follower
self-efficacy
self-promotion
social capital
social identity
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27

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