PR truyền thông - Unit 4: Relational challenges

Unit 4RELATIONAL CHALLENGESSuperior - Subordinate CommunicationIMPORTANT QUESTIONSWhat are the primary differences inherent in the superior-subordinate relationship?What are the two types of information communicated between supervisors and subordinates?What are the distinctions between semantic-information distance and perceptual incongruence?Distinguish between upward distortion and strategic ambiguity?Why would researchers want to study leadership as a dyadic construct as opposed to traits or behaviors?Vertical Dyadic Linkage Theory (VDL) is also known by what name? Why?OverviewNature and Importance of Supervisor-Subordinate RelationshipPrevalence of Misunderstandings in the Supervisor-Subordinate RelationshipDyadic View of the Supervisor-Subordinate RelationshipTrait vs BehaviorLeader-Member Exchange Theory (LMX)Communication Activities: Supervisor-SubordinateTrust, Immediacy, and FeedbackCompliance-GainingCommunication Activities: Subordinate to SupervisorUpward InfluenceWomen and the Supervisor-Subordinate RelationshipSuperior-Subordinate Communication “Those exchanges of information and influence between organizational members at least one of whom has formal (as defined by official organizational sources) authority to direct and evaluate the activities of other organizational members”Nature and Importance of Superior-Subordinate RelationshipExists when one person has formal authority to regulate the behavior of anotherForms of Communication (Table 10.1, p. 175)Task and Personal Information is shared by both superiors and subordinatesInformation sharing, seeking, and collaborationA critical role of communication is the maintenance of an acceptable relationship between the subordinate and the supervisor. QuestionsWhy is this relationship important for a newcomer? Why is maintaining an acceptable relationship with a subordinate crucial for a supervisor?See page 176 for specific reasonsMisunderstandings in the Superior-Subordinate RelationshipSemantic- Information DistanceGap in information and understanding that exists between superior and subordinate on specified issues (Dansereau & Markin, 1987)Perceptual IncongruenceStunts growth of relationship and hinders organizational effectivenessCausesOver-reporting by Supervisors (more positive)Inaccurate view of satisfactionSupervisors reporting that subordinates are actually less satisfied than they actually areSubordinate participationCommunication opennessPerformance feedbackEffectsIndividual (satisfaction, conflict)Relational (development)Organizational (climate, communication)Misunderstandings in the Superior-Subordinate RelationshipUpward Distortion (subordinates)The hesitancy of subordinates to communicate negative news up the chain of command the their tendency to distort such news to place it in a more positive light (Dansereau & Markham, 1987)Explanations for Upward DistortionKill the messenger?! (blame subordinates)Interpreted as criticism of supervisorModerating variablesSubordinate’s desire for promotionNeed for securityLevel of trust in the supervisorLevel of motivationStrategic Ambiguity (supervisors) A situation in which contextual tools are purposefully omitted from communication to “allow for multiple interpretations on the part of the receiver” (Eisenberg, 1984)Can be used to promote identification and the sense of a shared visionOutcomesAllows for meaning projectionLeads to restricted codeAllows people to regulate what and how much they want to shareMisunderstandings in the Superior-Subordinate Relationship Which of the communications strategies (upward distortion or strategic ambiguity) is most ethically suspect? Why?Leadership and the Study of Superior-Subordinate RelationsTrait ResearchIntelligence, dominance, self-confidence, energy, activity, and task-related knowledgeBehavior ResearchInitiating Structure (goals, expectations, jobs)Consideration (personal interest in subordinate)Leader-Member Exchange TheoryVertical Dyadic Linkage Theory (VDL)LMX - Leader-Member Exchange (in-group relationships)Mutual trust, reciprocal support, liking, greater levels of interactionMiddle group relationshipsSX - Supervisory Exchange (out group relationships)Role-defined and contractually-basedDetermined by liking and perceived ability of subordinateMaintenance Communication“Messages and behaviors used to preserve an acceptable and lasting relational state” (Waldron, 1991)Subordinate TacticsPersonal - informal interaction used to build and maintain a friendshipContractual - conformity to formal role requirements, expectations, and contracts with the supervisorRegulative - strategic regulation--of messages, impressions, emotions, and contacts with the supervisorDirect - direct negotiation of the terms of the relationship and explicit discussion of perceived relational injusticesCommunication of Women LeadersMinimizing POWER DifferencesValue Congruence (similarity in values)Nonroutine Problem-Solving (creativity)Insider Makers (group membership and jokes)Support (social and professional)Coaching (help in mastering skills and concepts)Maximizing POWER DifferencesPerformance Monitoring (check work and progress)Face-threatening Acts (criticism and rebuke)Competitive Conflict (interruptions and nonsupport)Power Games (arguing for sake of arguing)Communication Activities: Superior to Subordinate“Supervisor as Teacher and Coach”TrustExpectations that the other will act benevolentlyWillingness to be vulnerable and risk that the other will not act accordinglySome level of dependencyImmediacyAny communication that indicates interpersonal warmth and closenessFeedbackAny communication between organizational members that implicitly or explicitly provides task guidance, personal evaluation, or other guidancePROVIDING and SEEKING feedback Compliance GainingAttractive style (attentive, friendly, and relaxed)Unattractive style (inattentive, unfriendly, and unrelaxed)Communication Activities:Subordinate to SuperiorDependent on FREQUENCY, TYPE, and PERSONAL NATURE of CommunicationUpward InfluenceGoes beyond subordinate’s comfort and skill levelThree Potential StrategiesOpen persuasion (overt)Strategic persuasion (partial disclosure)Manipulation (disguised influence attempt)“Pelz Effect” Subordinates would initiate more upward messages if they believed their superiors had upward influence (Pelz, 1952)Women and the Superior-Subordinate RelationshipPlight of Women in Organizations10% of Fortune 500 companies’ senior managers are womenLess than 4% of the top-ranked individuals (e.g., CEO, COO, president) are womenWomen make up less than 3 percent of the top corporate earnersGender Inequity is rooted in our culture patterns and therefore in our organizational systemsResearch indicates that sex does not appear to be relevant to the outcomesWomen are rated higher as managers on the skill of “putting people at ease.”What is most predictive of differences in evaluation of leadership skills (one’s position in the hierarchy or sex)?Women and the Superior-Subordinate RelationshipMen and women do not differ in the types of persuasive strategies (compliance-gaining)How does level of power effect the types of persuasive strategies employed?BOTTOM LINE: Legitimate authority, level of power, and one’s position in the hierarchy are the best predictors of communication differences in the workplaceSEX DIFFERENCESCommunication CompetenceWomen supervisors are rated lower than men supervisorsWomen subordinates rated women supervisors less favorably than they rated men supervisorsSupervisors rated women subordinates lower in communication competence than they rated menSummaryDyadic View of the Supervisor-Subordinate Relationship that is best characterized by . . .Varying levels of TRUSTSUPPORTFREQUENCY of INTERACTIONDiscussion Questions (p. 192)Modern Workplace is Undergoing ChangesDecentralized StructuresParticipative Decision MakingProject Teams (SDWTs)Changes include . . . Blurred lines of authorityIncreased communicationMore equal distribution of powerMoving from . . . authority and control to . . . conditions where managers must be accomplished communicators