No One Ever Likes To Hear That They Are Not Doing Well Howev ✓ Solved

No One Ever Likes To Hear That They Are Not Doing Well However

No one ever likes to hear that they are not doing well. However, sometimes it is up to managers to provide guidance to low-performing employees and create a plan to help them improve. Those conversations often mean the difference between a positive company culture and one that falls short. In this discussion, reflect back on a time when a past manager made a difference in a positive way and when he or she made a difference in a negative way. How did the leadership communications in these cases embody or not embody best practices and systems theory principles?

When a manager is reaching an internal audience such as his or her own company, what does effective leadership communication look like? You may alter the names of companies and/or people involved to protect their identities.

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Leadership communication plays a pivotal role in shaping the performance and morale of employees within any organization. As I reflect on my previous experiences, I can draw valuable insights from the contrasting managerial approaches I encountered. One notable instance where a manager’s intervention had a positive impact involved my former supervisor at a marketing firm I'll refer to as "ABC Marketing." This manager exemplified effective leadership communication that aligned with best practices and systems theory principles.

During a quarterly review meeting, I was informed that my performance metrics had not met the set benchmarks. Rather than delivering the feedback in a harsh or demeaning manner, my supervisor approached the conversation with empathy and specificity. He began by highlighting my previous contributions to the team, which established a positive foundation for the discussion. This approach is aligned with best practices in leadership communication, where reinforcing positive behavior before addressing areas of improvement encourages a collaborative environment (Hackman & Johnson, 2013).

My manager then laid out a clear plan to help me enhance my performance, incorporating the principles of systems theory, which emphasizes the interdependence of various components in an organization (Katz & Kahn, 1978). He explained how my role impacted the overall goals of the department and the company. By creating an actionable plan that included regular check-ins and access to training resources, he instilled a sense of direction and support that motivated me to improve my performance.

In stark contrast, there was another situation where a different manager, at a company I would label "XYZ Corporation," approached a similar scenario from a vastly different angle. During a team meeting, it was announced that one of my colleagues had failed to meet project deadlines, and the manager publicly berated him for his shortcomings. This instance is an example of poor leadership communication that does not embody best practices. The public reprimand not only demoralized the individual but also created an atmosphere of fear among the team members.

The negative impact of this incident was twofold: it diminished the affected employee’s confidence and also eroded trust within the team. According to Goleman (2000), emotional intelligence is critical in leadership, and this manager’s inability to communicate effectively undermined team cohesion. By not recognizing the contributions of team members or addressing the underlying issues that may have contributed to the missed deadlines, this manager failed to implement a constructive feedback mechanism, which is fundamental to effective leadership.

When analyzing these two contrasting experiences, it becomes clear that effective leadership communication involves several key elements: clarity, empathy, and a focus on growth. Effective leaders articulate expectations clearly, provide constructive and candid feedback, and create opportunities for employee development. Additionally, strong leaders recognize the emotional climate of their teams and adapt their communication strategies accordingly.

Modern organizational communication must also consider the relevance of systems theory. This framework emphasizes the interconnectedness of various components within an organization and how changes or challenges in one area can affect others. Leaders should understand that their communication style and techniques can lead to broader organizational implications. For example, an emotionally charged or negative message can create ripples of discontent that affect team morale and performance across departments.

To ensure that leadership communication is effective, organizations should consider adopting comprehensive communication strategies that address both individual and systemic factors. Such strategies may include regular training opportunities for managers, an emphasis on developing emotional intelligence, fostering open dialogue, and creating feedback systems that encourage two-way communication. By doing so, companies can cultivate an environment that supports professional growth, encourages accountability, and fosters overall organizational success.

In conclusion, leadership communication is a vital component in fostering a positive workplace culture. The examples of both effective and ineffective leadership communication illustrate the profound impact that a manager's approach can have on employee performance and morale. By embodying best practices and adhering to principles of systems theory, leaders can ensure they communicate effectively and cultivate a thriving organizational culture.

References

• Goleman, D. (2000). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
• Hackman, M. Z., & Johnson, C. E. (2013). Leadership: A Communication Perspective. Waveland Press.
• Katz, D., & Kahn, R. L. (1978). The Social Psychology of Organizations. Wiley.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• Robinson, S. P., & Judge, T. A. (2019). Organizational Behavior. Pearson.
• Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
• Blanchard, K., & Johnson, S. (2015). The One Minute Manager. William Morrow.
• Buchanan, D. A., & Huczynski, A. (2019). Organizational Behaviour. Pearson.
• Weick, K. E. (1995). Sensemaking in Organizations. Sage Publications.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.