- Subject index
Leadership Communication as Citizenship explains the communication skills you need to help construct effective experiences for an organization, team, or community, whether in the role of doer, follower, guide, manager, or leader. It articulates the important role that communication plays in helping to co-construct group, organizational, or community direction. Effective leadership communication is explored in the context of citizenship, emphasizing the opportunities and responsibilities we each face for helping groups that matter to us, whether a business, a religious institution, or a government entity.Throughout the book, authors John O. Burtis and Paul D. Turman relay a compelling, readable story about how to create more successful organizations and communities through direction-giving stories, regardless of one’s role in the group.Key FeaturesExplains the daily interplay between communication, citizenship, and direction-giving, thus challenging readers to realize the power they have to give direction in their own team, organization, or communityFocuses on common communication skills involved across seemingly disparate leadership contexts—from working in teams to communities to social movements or elsewhere—to help people succeed in the setting in which they find themselvesExplores times of crisis and use of leadership vision, discussing how direction-giving approaches may require adjustment in these times of extreme opportunity, threat, or change.Intended Audience: Leadership Communication as Citizenship is appropriate for anyone who wants to make a difference in their team, organization, or community, and for such courses as Leadership, Organizational and Group Communication, Industrial/ Organizational Psychology, Persuasion, and Management.
Chapter 10: Leadership Vision Can Be a Crisis-Based Direction-Giving Story
Leadership Vision Can Be a Crisis-Based Direction-Giving Story
We distinguish leadership from other types of direction-givers (doers, followers, guides, and managers—see Chapter 1). We define the leadership part of the equation as vision made salient by crisis (Burtis, 1995). When we do, we mean the kind of vision that transforms a group facing the possibility of its own end or, in some cases, the possibility of a transformative opportunity. A transformative crisis or opportunity provides energy. It helps vision become salient; it helps group members pay the costs demanded by their vision (see Chapter 3).
But there are other conceptions of vision and crisis to consider. We say that all five types of direction-givers may be needed by a ...