Leadership
After completing the self-analysis in Hackman & Johnson's (2008) book Leadership: A communication perspective, I have evaluated myself as follows: For competence I rated myself as being skilled, informed and trained. In regards to trustworthiness I evaluated that I am honest, kind and friendly. For dynamism, I regard myself as assertive and active. This paper will summarize the results that I found and discuss what those results illustrate or reveal about my leadership communication behaviors.
I rated myself as skilled, informed and trained when it comes to competence. When it comes to leadership, the higher the individual is in a leadership role, the more important communication competence becomes. I rated myself as skilled because I have been in leadership roles where I have had to communicate information effectively. Being in these positions helped me hone my leadership communication skills. I feel that being in smaller leadership roles were good training for me. I feel that I am informed when it comes to competent communication. Hackman and Johnson (2008) note that, "Leadership effectiveness depends on our willingness to interact with others and on developing effective communication skills" (p. 21). We cannot be effective leaders if we do not have the desire to interact with people and to try and hone our communication skills. Effective communication and competent communication is perhaps the most important aspect to leadership.
Hackman and Johnson...
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People are less apt to blame a leader, more apt to take responsibility for the team when something goes wrong (Hackman 2004). Threats Control over the final decision is not held by a leader but is left to the group, reducing accountability and rewards and thus depriving the organization's leader of carrot-and-stick motivators like individual performance reviews ("Team leadership," 2008, NCREL). Personal conflicts can stymie team performance, and ineffective meetings can act as
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