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Course Number: BUS 3050, Spring 2013

College/University: University of Phoenix

Word Count: 869

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Communicationcompetencies. Predispositionsforleadershipcommunication. Useofstrategiccommunicationobjectives. Useofpowerbases. ReferdirectlytotheinformationyoustudiedinFigures7.2,7.3,7.4,and7.5(pages217,221,235 237,and241). Nonperformance Identify chosen Fails to identify individual's individual's leadership style leadership style and approach. and approach. (20%) Criteria Basic Proficient Distinguished...

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Predispositionsforleadershipcommunication. Communicationcompetencies. Useofstrategiccommunicationobjectives. Useofpowerbases. ReferdirectlytotheinformationyoustudiedinFigures7.2,7.3,7.4,and7.5(pages217,221,235 237,and241). Nonperformance Identify chosen Fails to identify individual's individual's leadership style leadership style and approach. and approach. (20%) Criteria Basic Proficient Distinguished Identifies only some aspects of individual's leadership style and approach. Identifies chosen individual's leadership style and approach. Identifies chosen individual's leadership style and approach as well as impact on communication. Does not explain or analyze chosen individual's communication competencies (knowledge, sensitivity, skills, values) pertaining to predispositions for leadership communication. Explains or analyzes only some of chosen individual's communication competencies (knowledge, sensitivity, skills, values) pertaining to predispositions for leadership communication. Explains and analyzes chosen individual's communication competencies (knowledge, sensitivity, skills, values) pertaining to predispositions for leadership communication. Explains and analyzes chosen individual's communication competencies (knowledge, sensitivity, skills, values) pertaining to predispositions for leadership communication and relates competencies to the particular leader's organization. Fails to describe the chosen individual's use of the four types of strategic communication objectives for leadership. Describes the Describes the chosen chosen individual's use individual's use of only some of the four types parts of the four of strategic types of strategic communication communication objectives for objectives for leadership. leadership. Describes the chosen individual's use of the four types of strategic communication objectives for leadership and impact on organizational communication. Fails to explain or analyze chosen individual's communication competencies in regard to use of power bases in Explains but Explains and does not analyze analyzes chosen chosen individual's individual's communication communication competencies in competencies in regard to use of regard to use of power bases in power bases in business Explains and analyzes chosen individual's communication competencies in regard to use of power bases in business [Competency] Explain and analyze chosen individual's communication competencies (knowledge, sensitivity, skills, values) pertaining to predispositions for leadership communication. (20%) [Competency] Describe the chosen individual's use of the four types of strategic communication objectives for leadership. (20%) [Competency] Explain and analyze chosen individual's communication competencies in regard to use of power bases in business Comments Criteria situation. (20%) NonBasic performance business business situation. situation. Proficient Distinguished situation. situation and relates to communication. Analyzes contributing behavioral factors to describe chosen individual's leadership. Comments Analyzes contributing behavioral factors to describe chosen individual's leadership and describes impact on communication. [Competency] Analyze contributing behavioral factors to describe chosen individual's leadership. (20%) Is not able to analyze contributing behavioral factors to describe chosen individual's leadership. Superficially analyzes contributing behavioral factors to describe chosen individual's leadership. [Competency] dispersed leadership, is characterized by leaders attempting to develop in others. leadership Charles Manz and Henry Sims (1989) provided a view of this dispersed transformational approach which they called SuperLeadership. Simply put, SuperLeadership is the art of leading others to lead themselves. SuperLeaders create SuperFollowers, who become skilled self-leaders. The fundamentals of SuperLeadership include (1) establishing a vision, (2) defining goals for the leader and for the followers, (3) reinforcing individuals for good performance, (4) using constructive contingent reprimands, (5) managing and facilitating change, (6) enhancing the self-efficacy of followers, and (7) using models to teach desired and appropriate behaviors. SuperLeaders use self-management as a basis for leadership and deliberately act as models for followers. SuperLeaders encourage followers to self-set goals, create positive thought patterns, develop leadership through rewards, treat mistakes as learning opportunities, promote selfmanaged teams, and promote a self-leadership culture. Transformational approaches to leadership suggest that inspirational leadership goes beyond the transaction between leaders and followers and literally transforms or changes situations and circumstances through personal example and the rhetorical capability for establishing vision. Knowledge, sensitivity, skills, and values must all be understood and developed for both individuals and entire organizations to be effective in our envisioning, empowering, energizing, designing and aligning, rewarding and feedback, team building, outside orientation, global mind-set, tenacity, and emotional intelligence. (Shockley-Zalabak 230-231) Shockley-Zalabak, Pamela S.. Fundamentals of Organizational Communication, 8/e Vitalsource for Capella University. Pearson Learning Solutions, 07/2012. <vbk:9781256844976#outline(10.7.1)>. Highly task-oriented individuals are more likely to adopt leadership styles reflecting task emphasis, whereas those preferring close interpersonal relationships are more likely to adopt styles reflecting their concern for people (Shockley-Zalabak 231) Shockley-Zalabak, Pamela S.. Fundamentals of Organizational Communication, 8/e Vitalsource for Capella University. Pearson Learning Solutions, 07/2012. <vbk:9781256844976#outline(10.7.2)>. 1) management of attention through vision, (2) meaning through communication, (3) trust through positioning, and (4) deployment of self through positive self-regard (Shockley-Zalabak 232) Shockley-Zalabak, Pamela S.. Fundamentals of Organizational Communication, 8/e Vitalsource for Capella University. Pearson Learning Solutions, 07/2012. <vbk:9781256844976#outline(10.7.3)>. 1) Vision, about where the organization should go, what it should be, and what was needed to achieve it 2) management of meaning through communication, These excellent leaders were concerned not only with what should be done but also with how to develop messages that conveyed that vision. 3) Trust, constant, predictable, and reliable. They positioned themselves as worthy of trust by exhibiting personal stability even while encouraging change and innovation. They helped their organizations develop a sense of identity (culture) and integrity 4) Positive self-reguard and reguard for others, (knowledge, sensitivity, skills, and values) for organizational excellence. Bennis and Nanus (1985) summed up positive self-regard as three major factors: knowledge of ones strengths, the capacity to nurture and develop those strengths, and the ability to discern the fit between ones strengths and weaknesses and the organizations needs.

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