After Reading Chapters 2 And 3 Of Brewer And Westerman 2018

After Reading Chapters 2 And 3 Of Brewer And Westerman 2018 Watch

After reading chapters 2 and 3 of Brewer and Westerman (2018), watch the TedTalk, Lead like the Great Conductors, by Itay Talgam (link below). Based on your understanding of classical and humanistic approaches to organizational communication, choose one conductor reviewed in Talgam's talk and critically analyze their approach to conducting an orchestra. Relate your analysis to one theory/approach discussed in the chapters in order to demonstrate your understanding of the content and your ability to apply it to practical situations. As you watch the TedTalk, keep the following question in mind: How does a conductor and orchestra correlate to an organization? By doing so, you will be able to identify specific approaches and theory to organizational communication. Your original response should be 350 words.

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After Reading Chapters 2 And 3 Of Brewer And Westerman 2018 Watch

In the realm of organizational communication, understanding the dynamics of leadership and coordination can be effectively illustrated through the analogy of an orchestra. Chapters 2 and 3 of Brewer and Westerman (2018) explore various models and approaches to communication within organizations, emphasizing the importance of leadership styles and the relational dynamics that influence organizational effectiveness. The TedTalk “Lead like the Great Conductors” by Itay Talgam complements this theoretical framework by vividly demonstrating how conductors serve as leaders who shape the performance of their orchestras through distinct approaches. For this analysis, I will focus on the conductor Gustavo Dudamel, who exemplifies the humanistic approach to conducting, and relate his style to the transformational leadership theory discussed in Brewer and Westerman’s chapters.

Gustavo Dudamel’s conducting style is characterized by his passionate engagement with musicians, fostering a sense of shared purpose and mutual respect. Dudamel’s approach aligns with the humanistic model of organizational communication, which emphasizes interpersonal relationships, empowerment, and the importance of motivation. His gestures and interactions demonstrate a keen sensitivity to each musician's role, encouraging collaboration rather than command. Dudamel's leadership fosters an environment where musicians feel valued, inspired, and motivated to contribute their best, much like transformational leaders who inspire followers to transcend self-interest for the collective good (Bass & Riggio, 2006). In this context, the orchestra becomes a vibrant community where each member’s unique contributions enhance the overall harmony.

This approach closely relates to transformational leadership theory outlined in Brewer and Westerman (2018). Transformational leaders evoke enthusiasm and commitment by articulating a compelling vision and exhibiting genuine concern for followers’ development. Dudamel’s conduct reflects these qualities by inspiring musicians through his expressive gestures and shared emotional connection, which energizes the orchestra to achieve levels of performance that surpass expectations. Just as transformational leaders motivate followers beyond transactional exchanges, Dudamel motivates his musicians to perform with passion and commitment, resulting in a compelling and cohesive musical experience.

The analogy between a conductor and an organizational leader underscores the importance of relational dynamics. Both roles require a deep understanding of group members, a vision that unites everyone, and the ability to adapt communication styles to foster cooperation. Dudamel’s style demonstrates that effective leadership—whether in music or business—relies on inspiring others and cultivating a supportive environment where collective goals are prioritized. Through this example, it is evident that leadership in organizations can be enhanced by adopting relational and transformational principles similar to those employed by great conductors.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
• Brewer, P. R., & Westerman, D. (2018). Communicating in groups and organizations (6th ed.). Routledge.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
• Yukl, G. A. (2013). Leadership in organizations (8th ed.). Pearson.
• Itay Talgam. (n.d.). Lead like the great conductors [Video]. TEDx.
• Bennis, W. (2009). On becoming a leader. Basic Books.
• Hackman, J. R., & Johnson, C. E. (2013). Leadership: A communication perspective. Waveland Press.
• Hersey, P., & Blanchard, K. H. (1982). Management of organizational behavior: Utilizing human resources. Prentice Hall.
• Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.