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 3: Understand That other Direction-Giving Options May Be Needed: Managing or Leading Well
Understand That other Direction-Giving Options May Be Needed: Managing or Leading Well
This chapter focuses on communicating well as a leader or manager, which means doing so effectively and in a manner that others will judge to be appropriate. It is the third and final chapter in our first unit, which details the options you have for exerting your power as a direction-giver in your own team, organization, or community (as a doer, follower, guide, manager, or leader).
In this chapter, we focus the bulk of our attentions on the exigencies people perceive for needing leadership or management and on how the differences in those exigencies affect their expectations. Managing and leading are two different ...