Description

Book Reading:
Chapter 11 – Leadership Communication in the New Workplace
Chapter 5 – Critical Research 5.1, Sally Riad (2005). The power of “organizational culture” as a discursive formation in merger integration.”
Videos
Organizational Culture and Leadership
This video explores the role of leaders in shaping organizational culture and values
https://www.youtube.com/watch?v=QbdMXxJeZ2Y1.     
The 5 Biggest Trends That Are Shaping the Future of Work 
The future of work is being shaped by five trends: globalization, evolution of the workplace, a multi-generational workforce, scalable and flexible work forces with digital transformation. https://www.youtube.com/watch?v=LrhmHbDLM8o&t=17s
Book: 
Organizational Communication: A Critical Introduction, Second Edition
By: Mumby, Dennis K. and Kuhn, Timothy R.Question 1
Leaders that balance productivity with followers are:
a) trait leaders
b) narrative leaders
c) transformational leaders
d) style leaders
Question 2
Leaders who empower their followers to be leaders are:
a) trait leaders
b) narrative leaders
c) transformational leaders
d) style leaders
Question 3
Words like “charismatic” or “heroic” describe __________
a) trait leaders
b) narrative leaders
c) transformational leaders
d) style leaders
Question 4
Internal factors that drive organizational change include steady organizational performance
and employee satisfaction:
True
False
Question 5
External factors that drive organizational change include technology, government policies, or
competitive performance.
True
False
Question 6
The first phase of change is:
a) comfort and control
b) fear and resistance
c) inquiry and experimentation
d) learning and commitment
Question 7
What emotions might employees feel after the immediate introduction of change in the
workplace?
a) Anxiety, confusion, frustration
b) Anger, hostility, betrayal
c) Excitement, energy, initiative
d) A and B
e) A and C
Question 8
The best way to convince people there is a need for change is to:
a) point out that other organizations are also making this same change
b) sell the vision of what the organization will look like after change
c) sell the need for change using quantitative data
d) talk people into the change through constant communication
Question 9
It is important to acknowledge people when they do things that demonstrate they have
adopted the change.
True
False
Question 10
According to the Kotter article on leading change, the lower level managers are the core of the
guiding coalition.
True
False
Question 11
According to the Kotter article on leading change, an organization’s vision for change should
be a clear and compelling statement.
True
False
Question 12
Organizational vision statements should reflect the values and culture of the organization.
True
False
Question 13
A vision statement should be easily achieveable for an organization.
True
False
Question 14
Uncertainty is one of the reasons people do not like change.
True
False
Question 15
It should be possible to inspire change in an organization through a well-designed one-day
corporate offsite or retreat.
True
False
Question 16
Leaders can be effective only if their followers construct them as such:
True
False
Question 17
Which of the following is NOT a common trait associated with leadership:
a) intelligence
b) determination
c) self-confidence
d) integrity
e) all of these are traits commonly associated with leadership
Question 18
Framing is a way that leaders can manage meaning of events.
True
False
Question 19
Nonverbal communication plays a role in whether one is seen as a good leader.
True
False
Question 20
Strong leaders should be able to inspire change in an organization without forming a coalition
of employees to work with them.
True
False
Change is inevitable,
growth is optional.
The Forces for Change
The Change Journey
Comfortable and safe
Everything’s fine
Happy; satisfied
No problems
Positive
Rewarding
In control
I’m okay, you’re okay!
LEADER ACTION:
Create a felt need
LEADER ACTION:
Stabilize change
LEADER ACTION:
LEADER ACTION:
Revise and finalize
Frustration
Introduce change
Anger
Fearful
Betrayal
Confused
Challenged
Hostile
Anxiety and self-doubt
Lost
Energized
Relief
Wow!
Self-confidence
Satisfied
Comfortable
What’s next?
Excited about the future
Confused
Hopeful
Opportunity
Frustrated
Disappointed
Challenged
Half-way there
Making progress
Seeking solutions
John P. Kotter
1. Establish sense of urgency
2. Form a coalition
3. Create a vision
4. Communicate the vision
5. Empower others to act on the vision
6. Create short term wins
7. Produce more change
8. Institutionalize new approaches
No Student
Eats Lunch
Alone
Keep it Weird
Time to Thrive
Leadership
• Trait leadership
• Style
• Situational
• Symbolic action
• Transformational
• Followership
• Narrative

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