The document provides information on various aspects of communication and leadership. It discusses definitions of communication, the importance of communication skills for leaders, and techniques for effective communication such as listening, public speaking, and overcoming cultural barriers. Conflict resolution styles like competing, collaborating, compromising, avoiding and accommodating are presented along with examples of when each may be appropriately used. Negotiation techniques involve listening to understand interests, beginning with plausible offers, and focusing on shared values rather than positions.

1. Week 8 Communication
• Derived from the Latin word "communis," meaning
to share.
• Communication is the exchange of thoughts,
messages, or information by speech, visuals,
signals, writing, or behavior.
• It is the transmission of an idea or feeling so that
the sender and receiver share the same
understanding.
• Communication is sending and receiving
information between two or more people.

2. • "Developing excellent communication skills is
absolutely essential to effective leadership. The
leader must be able to share knowledge and ideas
to transmit a sense of urgency and enthusiasm to
others.
• If a leader can't get a message across clearly and
motivate others to act on it, then having a message
doesn't even matter."

3. Communication and
Leadership
• Effective leaders are also effective communicators
• To be effective, the leader must synchronize verbal and
nonverbal behavior
• Technology has had a meaningful impact on leaders’
communication and coordination

4. Inspirational Speaking and Writing
A - A Variety of Inspirational Tactics
1.Be credible
2.Gear your message to the
listener
3.Sell group members on
the benefits of your
suggestions
4.Use heavy-impact and
emotion-provoking words
5.Use anecdotes and
metaphors to
communicate meaning
6.Back up conclusions with
data (to a point)
7.Minimize language
errors, junk words, and
vocalized pauses
8.Write crisp, clear memos,
letters, and reports,
including a front-loaded
message
9.Use business jargon in
appropriate doses

5. Inspirational Speaking and Writing
B -Use a Power-Oriented Linguistic Style
1.Speak loudly enough
2.Downplay uncertainty
3.Use the pronoun “I”
4.Minimize the number of
questions you ask
5.Minimize self-
deprecation
6.Offer negative feedback
directly
7.Make your point quickly
8.Speak directly, not
indirectly
9.Weed out wimpy words
10.Know exactly what you
want
11.Set the agenda and
make listeners
comfortable
12.Be bold in your
statements
13.Increase your listener’s
receptivity through
effective framing

6. Six Principles of Persuasion
• 1. Liking: People like those who like them
• 2. Reciprocity: People repay in kind
• 3. Social proof: People follow the lead of similar others
• 4. Consistency: People align with their clear commitments
• 5. Authority: People defer to experts
• 6. Scarcity: People want more of what they can have less of

7. 1. Liking: People like those who like them

8. 2. Reciprocity: People repay in kind

9. 3. Social proof: People follow the lead of similar others

10. 4. Consistency: People align with their clear commitments

11. 5. Authority: People defer to experts

12. 6. Scarcity: People want more of what they can have less of

13. Self Presentation Approaches

14. • Nonverbal Communication and Videoconferencing
• Listening as a Leadership Skill
• How to Make the Rounds

15. • Take advantage of every opportunity to practice
your communication skills so that when important
occasions arise, you will have the gift, the style, the
sharpness, the clarity, and the emotions to affect
other people.

16. Nonverbal Communication
and Video conferencing
• Nonverbal communication rules apply in both live and
video conferencing situations
• Use perfect posture
• Use positive head and hand gestures
• If standing, stand up straight with feet outward
• Speak at a moderate pace with confident voice
• Smile frequently and naturally
• Maintain eye contact
• Gesture in a natural, friendly way
• Guard the time

17. Nonverbal Communication
and Video conferencing (cont’d)
• Your external image is important to fostering respect and
privilege; be well-dressed and neatly groomed
• Videoconferencing places extra demands on verbal and
nonverbal skills
• Practicing and rehearsing with videotape ahead of time is
helpful

18. Listening as a Leadership Skill
• Two impediments to effective listening by
leaders are
• not enough time
• the speed difference between speaking and listening

19. Listening as a Leadership Skill (cont’d)
• There are two strategies that a leader can
employ
• Selective listening
• Making the rounds

20. How to Make the Rounds

21. • Overcoming Cross-Cultural Communication Barriers
• Conflict-Handling Styles
• Conflict Management Styles

22. • To effectively communicate, we must realize that
we are all different in the way we perceive the
world and use this understanding as a guide to our
communication with others.

23. Overcoming Cross-Cultural
Communication Barriers
1. Be aware that differences exist and are important
2. Challenge your cultural assumptions
3. Show respect for all workers
4. Use straightforward language and speak slowly and
clearly
5. Look for signs of misunderstanding
6. When appropriate speak in their language

24. Overcoming Cross-Cultural
Communication Barriers (cont’d)
7. Observe cross-cultural differences in etiquette
8. Do not judge style, accent, grammar or personal
appearance
9. Avoid racial or ethnic identification
10. Learn cultural nonverbal customs
11. Look for uniqueness in individuals, not race, ethnic, or
culturally-based physical attributes

25. Cultural Mistakes to Avoid with Selected
Cultural Groups
England
-Asking personal
questions.
-Thinking they are
unzealous.
-Gossiping about
royalty.
France
-Expecting to complete
work during lunch time.
-Expecting to conduct
business during August.
-Greeting a French
person for the first time
and not using a
title.
Italy
-Eating too much
pasta.
-Handing out
business cards
freely.

26. Cultural Mistakes to Avoid with Selected
Cultural Groups (cont’d)
Japan
-Shaking hands or
hugging Japanese in
public.
-Not interpreting “we
will consider it” as “no”.
-Not offering small gifts
when conducting
business.
-Giving your business
card more than once.
China
-Using black borders on
stationery or business
cards.
-Offering small gifts
when conducting
business.
-Making cold calls on the
first time business
meeting.
Indian
-Saying, you do not
prefer to eat with
your hands.

27. Conflict-Handling Styles According to the
Degree of Cooperation and Assertiveness

28. Conflict Management Styles
1. The competitive style is a desire to win one’s own
concerns at the expense of the other party, or to
dominate
2. The accommodative style favors appeasement, or
satisfying the other’s concerns without taking care of
one’s own
3. The sharing style is halfway between domination and
appeasement

29. Conflict Management Styles (cont’d)
4. The collaborative style reflects a desire to fully
satisfy the desires of both parties
5. The avoidant style combines unassertiveness
and a lack of cooperation

30. Appropriate Situations for Using the Five Modes of
Conflict Resolution
APPROPRIATE SITUATIONCONFLICT-HANDLING MODE
-In emergency
-On important and vital
organizational issues
-Against people who take
undeserved advantage.
Competing
-When compromise is very
important.
-When your objective is to learn.
-To gain commitment and consensus.
-To work through feelings that have
interfered with a relationship.
Collaborating

31. Appropriate Situations for Using the Five Modes of Conflict
Resolution (cont’d)
APPROPRIATE SITUATIONCONFLICT-HANDLING MODE
-When goals are important but not worth
more assertive modes.
-When competing with opponent with equal
power.
-To achieve temporary settlements of complex
issues or under time pressure.
-When collaboration or competition is
unsuccessful.
Sharing (Compromising)
-When more important issues are pressing.
-When others can resolve the conflict more
effectively.
-To let people cool down.
-When available information supersedes
making an immediate decision.
Avoiding

32. Appropriate Situations for Using the Five Modes of Conflict
Resolution (cont’d)
APPROPRIATE SITUATIONCONFLICT-HANDLING MODE
-When you are wrong. To build social credits
for later issues.
-When issues are more important to others
than to you.
-To minimize the loss.
-When harmony and stability are important.
-To allow group members to develop by
learning from mistakes.
Accommodating

33. • Negotiating and Bargaining
• Negotiation Techniques

34. • Negotiation is not a policy. It's a technique. It's
something you use when it's to your advantage,
and something that you don't use when it's not to
your advantage.

35. Negotiating and Bargaining
• Conflicts can be considered situations calling
for negotiating and bargaining, or conferring
with another person in order to resolve a
problem
• Two approaches to negotiation:
• Distributive bargaining
• Integrative bargaining

36. Negotiation Techniques
• Listen first to investigate what the other side wants
• Begin with a plausible demand or offer
• Focus on interests, not position
• Search for the value in differences between the two sides
• Be sensitive to international differences in negotiating style