An Analysis of Effective and Ineffective Leader Conversation

Barge, J. Kevin; Downs, Cal W.; Johnson, Kenneth M.

doi:10.1177/0893318989002003004

Cited by 14 publications

(9 citation statements)

References 18 publications

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“…Moreover, Barge et al (1989) found evidence that effective conversations by leaders were coherent and facilitated the accomplishment of work and personal goals. Leaders need to help subordinates &dquo;make sense&dquo; of conversations by (a) seeking feedback about subordinates' understanding of both individual messages and of the entire conversation, (b) legitimising the goals they were trying to accomplish, and (c) being adaptable.…”

Section: Research On Effective Superior6subordinatementioning

confidence: 97%

Imparting Information and Influencing Behaviour: An Examination of Staff Briefing Sessions

Gamble

Kelliher

1999

Journal of Business Communication

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I might as well be talking to myself," managers might say if they felt no one was listening. Based on our research in nine stores of a major United Kingdom electronics retail chain, no one is listening to staff briefings.These managers recognised the powerful motivational and communication potential of face-to-face oral briefings. But our research showed that the potential impact was dissipated Managers were not trained to give briefings or appraised on their briefings skills. Perhaps in consequence, they prepared themselves indifferently for daily sessions and made little use of techniques known to affect attentiveness and recall.In consequence, the daily communication session appeared to have little impact on motivation or behavior. This lack would indicate a major opportunity for communication professionals to help managers communicate more effectively.Face to-face communication between managers and staff has been widely commended as beneficial in organisations. Indeed, the evidence shows that managers spend a good deal of their time in face-to-face exchange as part of their role and that the proportion of time spent in this way increases with seniority (Adler & Rodman, 1991;Mintzberg, 1973). The role of the daily staff briefing session has been much celebrated in the literature which focuses on Japanese-style management. The team briefing is seen as an important vehicle for imbuing the philosophy of quality, central to organisational strategy. In a commentary on the Japanese approach, Wickens observed, &dquo;If there is one aspect to be singled out as important in team building and commitment it is the five minute meeting at the start of the day&dquo; (1987, p. 85).Whilst organisational communication generally and superior-subordinate communication specifically has received considerable attention, few studies exist of staff briefing sessions or similar types of meetings. We know relatively little about how staff briefings are used in organisations and the extent to which they can influence employee behaviour. This paper attempts to bridge part of that gap by reporting a case study of briefing sessions. Data were collected in nine stores owned by a large, retail chain based in the United Kingdom, where company policy required managers to start the day's business by conducting a staff briefing session. This paper will show how the briefings were used and the effect they had on employee behaviour. By the term &dquo;staff briefing session&dquo; we are referring to short, regular meetings which take place between managers and groups of staff in the at CAMBRIDGE UNIV LIBRARY on August 10, 2015 job.sagepub.com Downloaded from 262 workplace. These meetings usually take place at the start of each working day. They can be used to achieve two main purposes. First, they impart information on practices, procedures, targets, expected behaviours, and organisational rules (Daft, 1995). Second, they evoke behavioural responses from employees, for example, increasing motivation and commitment, or reinforcing a team spirit. Bri...

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Section: Research On Effective Superior6subordinatementioning

confidence: 97%

Imparting Information and Influencing Behaviour: An Examination of Staff Briefing Sessions

Gamble

Kelliher

1999

Journal of Business Communication

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“…Schultz also reasons that communicative functions like goal directed, direction giving, summarizing, and self-assured , were predictive of emergent leadership. Barge, Downs, and Johnson (1989) examine conversations between leaders and followers finding that similar communicative forms resulted in perceived leadership effectiveness. Sorenson and Savage (1980) argue that skillful influence strategies separate average leaders from superior leaders.…”

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confidence: 98%

Theory and Implications Regarding the Utilization of Strategic Humor by Leaders

Crawford

1994

Journal of Leadership Studies

100

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Humor, a communicative tactic used to engender support, is often employed, but rarely understood. Literature in the field of humor has attempted to define situations where humor could be beneficial. Even today few definitive answers exist relating humor to effective leadership communicative behavior. Thus, the purpose of this research is to present current research findings about the symbolic nature of leadership as enacted through humor. Initially, this research details the important symbolic realm within which leaders work. Next, some of the relevant literature dealing with humor is discussed. Specifically, humor is defined and the purposes of humor are elaborated. This research also reviews contemporary leadership literature dealing with humor. Finally, this research evaluates the appropriateness of each form of humor and specific guidelines for effective humor are discussed.

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“…Leaders must communicate the mission in such a way that it becomes personally meaningful to the stakeholders who must implement it (e.g., employees). Stakeholders need to understand how their day-to-day activities are linked to the organizational goals expressed in the mission statement (Barge, Downs, and Johnson 1989). Fairhurst et al (1997, 246) conclude that the communication about the mission statement is a function of ''the organizational information environment, work unit commitment, trust in different levels of management, and organizational role.…”

Section: To What Extent Do You Support the Addition Of A Mission Of Imentioning

confidence: 99%

Comments by the Auditing Standards Committee of the Auditing Section of the American Accounting Association on The Institute of Internal Auditors' Proposed Enhancements to the International Professional Practices Framework (IPPF)

Anderson¹,

Christ²,

Janvrin³

2015

Current Issues in Auditing

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SUMMARY According to the IIA, “The International Professional Practices Framework (IPPF) is the conceptual framework that organizes authoritative guidance promulgated by The Institute of Internal Auditors.” The IPPF includes overarching principles and standards of internal audit practice (e.g., the definition of internal audit, the code of ethics, the standards), as well as detailed guidance for carrying out specific activities (e.g., practice advisories). The IPPF is currently organized to differentiate between mandatory guidance and strongly recommended guidance for internal auditors as they carry out the responsibilities of the profession. On August 4, 2014 the Institute of Internal Auditors (IIA) solicited public comments on its proposed enhancements to the International Professional Practices Framework (IPPF). This “relook” is intended to modify the existing structure of the IPPF so that it (1) “benefits IIA members, the internal audit profession as a whole, and its stakeholders,” and (2) strengthens “the IPPF's ongoing relevance for the foreseeable future.” The comment period ended November 3, 2014.

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An Analysis of Effective and Ineffective Leader Conversation

Cited by 14 publications

References 18 publications

Imparting Information and Influencing Behaviour: An Examination of Staff Briefing Sessions

Imparting Information and Influencing Behaviour: An Examination of Staff Briefing Sessions

Theory and Implications Regarding the Utilization of Strategic Humor by Leaders

Comments by the Auditing Standards Committee of the Auditing Section of the American Accounting Association on The Institute of Internal Auditors' Proposed Enhancements to the International Professional Practices Framework (IPPF)

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