Principles of

Management
MODULE
4
Hello, dear student! Welcome
to this module on principles of
management. This module MODULE CONTENTS
will walk you through the
ideas of management and its
framework. This module is
specifically crafted to focus
on the concept of CHAPTER 4:
management and activities Ø Defining leadership
that will assess your level in Ø Leadership styles
terms of skills and Ø Charismatic and
transformational leadership
knowledge with the
Ø Power, politics and
expectation to demonstrate leadership
through the learning Ø The importance of
materials. motivation
So, explore and experience Ø Theories of motivation
the module and be a step Ø Communication
closer to successful Ø Forms of communication
management.
Intended Learning
At the end of Module 4, you should be able to:

1. Define leadership in management.

2. Determine the importance of leadership in the form of
creativity, innovation, and leadership in creating
motivation towards manpower.
CHAPTER 4 Leading

TAKE THE CHALLENGE!

In this lesson, challenge yourself to:

a. define leading;
b. know the leadership styles; and
c. value the importance of leading in management

G E T T I N GS T A R T E D

Hello student! This fourth lesson introduces the core functions of

management which is leading, the importance of leadership in
the form creativity, innovation and the same time leadership in
creating motivation towards manpower.

A C T I V I T Y
 6. Job-relevant knowledge. Effective leaders have a high
ABSTRACTION degree of knowledge about the company, industry, and
technical matters. In-depth knowledge allows leaders
to make well-informed decisions and to understand the
implications of those decisions. 7. Extraversion. Leaders
Leadership are energetic, lively people. They are sociable,
Let’s begin by clarifying who leaders are and what assertive, and rarely silent or withdrawn.
leadership is. Our definition of a leader is someone
who can influence others and who has managerial
Leadership Styles
authority. Leadership is what leaders do. It’s a
process of leading a group and influencing that The University of Iowa studies explored three
group to achieve its goals. Are all managers leadership styles to find which was the most effective.7
leaders? Because leading is one of the four The autocratic style described a leader who dictated
management functions, yes, ideally, all managers work methods, made unilateral decisions, and limited
should be leaders. employee participation. The democratic style described
Leadership research in the 1920s and 1930s a leader who involved employees in decision making,
focused on isolating leader traits—that is, delegated authority, and used feedback as an
characteristics—that would differentiate leaders opportunity for coaching employees. Finally, the
from non leaders. Some of the traits studied laissez-faire style leader let the group make decisions
included physical stature, appearance, social class, and complete the work in whatever way it saw fit. The
emotional stability, fluency of speech, and researchers’ results seemed to indicate that the
sociability. Despite the best efforts of researchers, democratic style contributed to both good quantity and
it proved impossible to identify a set of traits that quality of work. Had the answer to the question of the
would always differentiate a leader (the person) most effective leadership style been found?
from a non leader. Unfortunately, it wasn’t that simple. Later studies of
Researchers eventually recognized that traits alone the autocratic and democratic styles showed mixed
were not sufficient for identifying effective leaders results. For instance, the democratic style sometimes
since explanations based solely on traits ignored produced higher performance levels than the
the interactions of leaders and their group autocratic style, but at other times, it didn’t. However,
members as well as situational factors. Possessing more consistent results were found when a measure of
the appropriate traits only made it more likely that employee satisfaction was used. Group members were
an individual would be an effective leader. more satisfied under a democratic leader than under
Therefore, leadership research from the late 1940s an autocratic one.
to the mid-1960s concentrated on the preferred
behavioral styles that leaders demonstrated. Charismatic and Transformational
Researchers wondered whether something unique Leadership
in what effective leaders did—in other words, in Many early leadership theories viewed leaders as
their behavior—was the key. transactional leaders; that is, leaders that lead primarily
. Drive. Leaders exhibit a high effort level. They by using social exchanges (or transactions).
have a relatively high desire for achievement, they Transactional leaders guide or motivate followers to
are ambitious, they have a lot of energy, they are work toward established goals by exchanging rewards
tirelessly persistent in their activities, and they for their productivity.26 But another type of leader—a
show initiative. 2. Desire to lead. Leaders have a transformational leader—stimulates and inspires
strong desire to influence and lead others. They (transforms) followers to achieve extraordinary
demonstrate the willingness to take responsibility. outcomes. Examples include Jim Goodnight of SAS
3. Honesty and integrity. Leaders build trusting Institute and Andrea Jung of Avon. They pay attention
relationships with followers by being truthful or to the concerns and developmental needs of individual
non deceitful and by showing high consistency followers; they change followers’ awareness of issues
between word and deed. 4. Self-confidence. by helping those followers look at old problems in new
Followers look to leaders for an absence of self- ways; and they are able to excite, arouse, and inspire
doubt. Leaders, therefore, need to show self- followers to exert extra effort to achieve group goals.
confidence in order to convince followers of the Transactional and transformational leadership
rightness of their goals and decisions. 5. shouldn’t be viewed as opposing approaches to getting
Intelligence. Leaders need to be intelligent enough things done.27 Transformational leadership develops
to gather, synthesize, and interpret large amounts from transactional leadership. Transformational
of information, and they need to be able to create leadership produces levels of employee effort and
visions, solve problems, and make correct performance that go beyond what would occur with a
decisions. transactional approach alone.
. Moreover, transformational leadership is more meet those expectations, and empathize with the needs of
than charisma, because the transformational leader their subordinates; they learned to project a powerful,
attempts to instill in followers the ability to question confident, and dynamic presence; and they practiced using
not only established views but those views held by a captivating and engaging voice tone. The researchers also
the leader.28 The evidence supporting the trained the student leaders to use charismatic nonverbal
superiority of transformational leadership over behaviors, including leaning toward the follower when
transactional leadership is overwhelmingly communicating, maintaining direct eye contact, and having
impressive. For instance, studies that looked at a relaxed posture and animated facial expressions. In
managers in different settings, including the military groups with these “trained” charismatic leaders, members
and business, found that transformational leaders had higher task performance, higher task adjustment, and
were evaluated as more effective, higher better adjustment to the leader and to the group than did
performers, more promotable than their group members who worked in groups led by non
transactional counterparts, and more charismatic leaders. One last thing we should say about
interpersonally sensitive.29 In addition, evidence charismatic leadership is that it may not always be
indicates that transformational leadership is strongly necessary to achieve high levels of employee performance.
correlated with lower turnover rates and higher It may be most appropriate when the follower’s task has an
levels of productivity, employee satisfaction, ideological purpose or when the environment involves a
creativity, goal attainment, follower well-being, and high degree of stress and uncertainty.37 This distinction
corporate entrepreneurship, especially in start-up may explain why, when charismatic leaders surface, it’s
firms. more likely to be in politics, religion, or wartime; or when a
Charismatic-Visionary Leadership business firm is starting up or facing a survival crisis. For
Jeff Bezos, founder and CEO of Amazon.com, is a example, Martin Luther King Jr. used his charisma to bring
person who exudes energy, enthusiasm, and about social equality through nonviolent means, and Steve
drive.31 He’s fun-loving (his legendary laugh has Jobs achieved unwavering loyalty and commitment from
been described as a flock of Canadian geese on Apple’s technical staff in the early 1980s by articulating a
nitrous oxide), but has pursued his vision for vision of personal computers that would dramatically
Amazon with serious intensity and has change the way people lived. Although the term vision is
demonstrated an ability to inspire his employees often linked with charismatic leadership, visionary
through the ups and downs of a rapidly growing leadership is different; it’s the ability to create and
company. Bezos is what we call a charismatic articulate a realistic, credible, and attractive vision of the
leader—that is, an enthusiastic, self-confident future that improves upon the present situation.38 This
leader whose personality and actions influence vision, if properly selected and implemented, is so
people to behave in certain ways. Several authors energizing that it “in effect jump-starts the future by calling
have attempted to identify personal characteristics forth the skills, talents, and resources to make it
of the charismatic leader.32 The most happen.”39 An organization’s vision should offer clear and
comprehensive analysis identified five such compelling imagery that taps into people’s emotions and
characteristics: they have a vision, the ability to inspires enthusiasm to pursue the organization’s goals. It
articulate that vision, a willingness to take risks to should be able to generate possibilities that are
achieve that vision, a sensitivity to both inspirational and unique and offer new ways of doing things
environmental constraints and follower needs, and that are clearly better for the organization and its members.
behaviors that are out of the ordinary.33 An Visions that are clearly articulated and have powerful
increasing body of evidence shows impressive imagery are easily grasped and accepted. For instance,
correlations between charismatic leadership and Michael Dell (Dell Computer) created a vision of a business
high performance and satisfaction among that sells and delivers customized PCs directly to customers
followers.34 Although one study found that in less than a week. The late Mary Kay Ash’s vision of
charismatic CEOs had no impact on subsequent women as entrepreneurs selling products that improved
organizational performance, charisma is still their self-image gave impetus to her cosmetics company,
believed to be a desirable leadership quality.35 If Mary Kay Cosmetics.
charisma is desirable, can people learn to be
charismatic leaders? Or are charismatic leaders born
with their qualities? Although a small number of
experts still think that charisma can’t be learned,
most believe that individuals can be trained to
exhibit charismatic behaviors.36 For example,
researchers have succeeded in teaching
undergraduate students to “be” charismatic. How?
They were taught to articulate a far-reaching goal,
communicate high performance expectations,
exhibit confidence in the ability of subordinates to
 Power, Politics, and Leadership Organizations need effective leaders. Two issues
pertinent to becoming an effective leader are leader
training and recognizing that sometimes being an
Where do leaders get their power—that is, their
effective leader means not leading. Let’s take a look
right and capacity to influence work actions or
at these issues.
decisions? Five sources of leader power have been
LEADER TRAINING. Organizations around the globe
identified: legitimate, coercive, reward, expert, and
spend billions of dollars, yen, and euros on
referent.
leadership training and development.65 These
Legitimate power and authority are the same.
efforts take many forms—from $50,000 leadership
Legitimate power represents the power a leader has
programs offered by universities such as Harvard to
as a result of his or her position in the organization.
sailing experiences at the Outward Bound School.
Although people in positions of authority are also
Although much of the money spent on leader
likely to have reward and coercive power, legitimate
training may provide doubtful benefits, our review
power is broader than the power to coerce and
suggests that managers can do some things to get
reward. Coercive power is the power a leader has to
the maximum effect from such training.66 First, let’s
punish or control. Followers react to this power out
recognize the obvious. Some people don’t have what
of fear of the negative results that might occur if
it takes to be a leader. Period. For instance, evidence
they don’t comply. Managers typically have some
indicates that leadership training is more likely to be
coercive power, such as being able to suspend or
successful with individuals who are high self-
demote employees or to assign them work they find
monitors than with low self-monitors. Such
unpleasant or undesirable. Reward power is the
individuals have the flexibility to change their
power to give positive rewards. A reward can be
behavior as different situations may require. In
anything that a person values such as money,
addition, organizations may find that individuals with
favorable performance appraisals, promotions,
higher levels of a trait called motivation to lead are
interesting work assignments, friendly colleagues,
more receptive to leadership development
and preferred work shifts or sales territories. Expert
opportunities.67 What kinds of things can
power is power that’s based on expertise, special
individuals learn that might be related to being a
skills, or knowledge. If an employee has skills,
more effective leader? It may be a bit optimistic to
knowledge, or expertise that’s critical to a work
think that “vision-creation” can be taught, but
group, that person’s expert power is enhanced.
implementation skills can be taught. People can be
Finally, referent power is the power that arises
trained to develop “an understanding about content
because of a person’s desirable resources or
themes critical to effective visions.”68 We can also
personal traits. If I admire you and want to be
teach skills such as trust-building and mentoring.
associated with you, you can exercise power over
And leaders can be taught situational analysis skills.
me because I want to please you. Referent power
They can learn how to evaluate situations, how to
develops out of admiration of another and a desire
modify situations to make them fit better with their
to be like that person. Most effective leaders rely on
style, and how to assess which leader behaviors
several different forms of power to affect the
might be most effective in given situations.
behavior and performance of their followers. For
SUBSTITUTES FOR LEADERSHIP. Despite the belief
example, the commanding officer of one of
that some leadership style will always be effective
Australia’s state-of-the-art submarines, the HMAS
regardless of the situation, leadership may not
Sheean, employs different types of power in
always be important! Research indicates that, in
managing his crew and equipment. He gives orders
some situations, any behaviors a leader exhibits are
to the crew (legitimate), praises them (reward), and
irrelevant. In other words, certain individual, job,
disciplines those who commit infractions (coercive).
and organizational variables can act as “substitutes
As an effective leader, he also strives to have expert
for leadership,” negating the influence of the
power (based on his expertise and knowledge) and
leader.69 For instance, follower characteristics such
referent power (based on his being admired) to
as experience, training, professional orientation, or
influence his crew.
need for independence can neutralize the effect of
leadership. These characteristics can replace the
employee’s need for a leader’s support or ability to
create structure and reduce task ambiguity. Similarly,
jobs that are inherently unambiguous and routine or
that are intrinsically satisfying may place fewer
demands on leaders. Finally, such organizational
characteristics as explicit formalized goals, rigid rules
and procedures, or cohesive work groups can
substitute for formal leadership.
 Motivation
Safety needs: A person’s needs for security and protection
from physical and emotional harm, as well as assurance
Motivation refers to the process by which a person’s
that physical needs will continue to be met.
efforts are energized, directed, and sustained toward
Social needs: A person’s needs for affection,
attaining a goal.4 This definition has three key
belongingness, acceptance, and friendship.
elements: energy, direction, and persistence. The
Esteem needs: A person’s needs for internal esteem
energy element is a measure of intensity, drive, and
factors such as self-respect, autonomy, and achievement
vigor. A motivated person puts forth effort and works
and external esteem factors such as status, recognition,
hard. However, the quality of the effort must be
and attention.
considered as well as its intensity. High levels of
Self-actualization needs: A person’s needs for growth,
effort don’t necessarily lead to favorable job
achieving one’s potential, and self-fulfillment; the drive to
performance unless the effort is channeled in a
become what one is capable of becoming.
direction that benefits the organization. Effort that’s
) In addition, Maslow separated the five needs into higher
directed toward, and consistent with, organizational
and lower levels. Physiological and safety needs were
goals is the kind of effort we want from employees.
considered lower-order needs; social, esteem, and self-
Finally, motivation includes a persistence dimension.
actualization needs were considered higher-order needs.
We want employees to persist in putting forth effort
Lower-order needs are predominantly satisfied externally
to achieve those goals. Motivating high levels of
while higher-order needs are satisfied internally. How does
employee performance is an important
Maslow’s theory explain motivation? Managers using
organizational concern and managers keep looking
Maslow’s hierarchy to motivate employees do things to
for answers. For instance, a Gallup poll found that a
satisfy employees’ needs. But the theory also says that
large majority of U.S. employees—some 73
once a need is substantially satisfied, an individual is no
percent—are not excited about their work. As the
longer motivated to satisfy that need. Therefore, to
researchers stated, “These employees have
motivate someone, you need to understand what need
essentially ‘checked out.’ They’re sleepwalking
level that person is on in the hierarchy and focus on
through their workday, putting time, but not energy
satisfying needs at or above that level. Maslow’s need
or passion, into their work.”6 It’s no wonder then
theory was widely recognized during the 1960s and 1970s,
that both managers and academics want to
especially among practicing managers, probably because it
understand and explain employee motivation.
was intuitively logical and easy to understand. But Maslow
provided no empirical support for his theory, and several
Theories of Motivation studies that sought to validate it could not.

Maslow’s Hierarchy of Needs Theory

Having a car to get to work is a necessity for many
workers. When two crucial employees of Vurv
Technology in Jacksonville, Florida, had trouble getting
to work, owner Derek Mercer decided to buy two
inexpensive used cars for the employees. He said, “I
felt that they were good employees and a valuable
asset to the company.” One of the employees who got
one of the cars said, “It wasn’t the nicest car. It wasn’t
the prettiest car. But boy did my overwhelming feeling
of dread go from that to enlightenment. The 80-hour
weeks we worked after that never meant anything. It
was give and take. I was giving and the company was
definitely giving back.”7 Derek Mercer understands
employee needs and their impact on motivation. The
first motivation theory we’re going to look at
addresses employee needs. The best-known theory of
motivation is probably Abraham Maslow’s hierarchy of
needs theory. 8 Maslow was a psychologist who
proposed that within every person is a hierarchy of
five needs:
Physiological needs: A person’s needs for food, drink,
shelter, sex, and other physical requirements.
 Removing dissatisfying characteristics from a job would
McGregor’s Theory X and Theory Y not necessarily make that job more satisfying (or
Douglas McGregor is best known for proposing motivating). As shown in Exhibit 16-3, Herzberg
two assumptions about human nature: Theory X proposed that a dual continuum existed: The opposite of
and Theory Y.11 Very simply, Theory X is a negative “satisfaction” is “no satisfaction,” and the opposite of
view of people that assumes workers have little “dissatisfaction” is “no dissatisfaction.” Again, Herzberg
ambition, dislike work, want to avoid responsibility, believed that the factors that led to job satisfaction were
and need to be closely controlled to work separate and distinct from those that led to job
effectively. Theory Y is a positive view that dissatisfaction. Therefore, managers who sought to
assumes employees enjoy work, seek out and eliminate factors that created job dissatisfaction could
accept responsibility, and exercise self-direction. keep people from being dissatisfied but not necessarily
McGregor believed that Theory Y assumptions motivate them. The extrinsic factors that create job
should guide management practice and proposed dissatisfaction were called hygiene factors. When these
that participation in decision making, responsible factors are adequate, people won’t be dissatisfied, but
and challenging jobs, and good group relations they won’t be satisfied (or motivated) either. To motivate
would maximize employee motivation. people, Herzberg suggested emphasizing motivators, the
Unfortunately, no evidence confirms that either set intrinsic factors having to do with the job itself.
of assumptions is valid or that being a Theory Y Herzberg’s theory enjoyed wide popularity from the mid-
manager is the only way to motivate employees. 1960s to the early 1980s, despite criticisms of his
For instance, Jen-Hsun Huang, founder of Nvidia procedures and methodology. Although some critics said
Corporation, an innovative and successful his theory was too simplistic, it has influenced how we
microchip manufacturer, has been known to use currently design jobs, especially when it comes to job
both reassuring hugs and tough love in motivating enrichment, which we’ll discuss at a later point in this
employees. But he has little tolerance for screw- chapter.
ups. “In one legendary meeting, he’s said to have Three-Needs Theory
ripped into a project team for its tendency to David McClelland and his associates proposed the three-
repeat mistakes. ‘Do you suck?’ he asked the needs theory, which says there are three acquired (not
stunned employees. ‘Because if you suck, just get innate) needs that are major motives in work.14 These
up and say you suck.’”12 His message, delivered in three needs include the need for achievement (nAch),
classic Theory X style, was that if you need help, which is the drive to succeed and excel in relation to a
ask for it. It’s a harsh approach, but in this case, it set of standards; the need for power (nPow), which is
worked. the need to make others behave in a way that they
Herzberg’s Two-Factor Theory would not have behaved otherwise; and the need for
Frederick Herzberg’s two-factor theory (also called affiliation (nAff), which is the desire for friendly and
motivation-hygiene theory) proposes that intrinsic close interpersonal relationships. Of these three needs,
factors are related to job satisfaction, while the need for achievement has been researched the most.
extrinsic factors are associated with job People with a high need for achievement are striving for
dissatisfaction.13 Herzberg wanted to know when personal achievement rather than for the trappings and
people felt exceptionally good (satisfied) or bad rewards of success. They have a desire to do something
(dissatisfied) about their jobs. (These findings are better or more efficiently than it’s been done before.15
shown in Exhibit 16-2.) He concluded that the They prefer jobs that offer personal responsibility for
replies people gave when they felt good about finding solutions to problems, in which they can receive
their jobs were significantly different from the rapid and unambiguous feedback on their performance
replies they gave when they felt badly. Certain in order to tell whether they’re improving, and in which
characteristics were consistently related to job they can set moderately challenging goals. High achievers
satisfaction (factors on the left side of the exhibit), avoid what they perceive to be very easy or very difficult
and others to job dissatisfaction (factors on the tasks. Also, a high need to achieve doesn’t necessarily
right side). When people felt good about their lead to being a good manager, especially in large
work, they tended to cite intrinsic factors arising organizations. That’s because high achievers focus on
from the job itself such as achievement, their own accomplishments, while good managers
recognition, and responsibility. On the other hand, emphasize helping others accomplish their goals.16
when they were dissatisfied, they tended to cite McClelland showed that employees can be trained to
extrinsic factors arising from the job context such stimulate their achievement need by being in situations
as company policy and administration, supervision, where they have personal responsibility, feedback, and
interpersonal relationships, and working moderate risks.17 The other two needs in this theory
conditions. In addition, Herzberg believed that the haven’t been researched as extensively as the need for
data suggested that the opposite of satisfaction achievement. However, we do know that the best
was not dissatisfaction, as traditionally had been managers tend to be high in the need for power and low
believed. in the need for affiliation.
 Communication Exhibit 15-1 illustrates the elements of the
communication process. Note that the entire
process is susceptible to noise—disturbances that
Communication is the transfer and understanding
interfere with the transmission, receipt, or feedback
of meaning. Note the emphasis on the transfer of
of a message. Typical examples of noise include
meaning: If information or ideas have not been
illegible print, phone static, inattention by the
conveyed, communication hasn’t taken place. The
receiver, or background sounds of machinery or
speaker who isn’t heard or the writer whose
coworkers. However, anything that interferes with
materials aren’t read hasn’t communicated. More
understanding can be noise, and noise can create
importantly, however, communication involves the
distortion at any point in the communication
understanding of meaning. For communication to
process. A personal written letter from a U.S. Army
be successful, the meaning must be imparted and
commander in Afghanistan to his troops assured
understood. A letter written in Spanish addressed to
them that they are “contributing to the overall
a person who doesn’t read Spanish can’t be
success of the mission” here. Colonel David Haight,
considered communication until it’s translated into
of the 10th Mountain Division’s 3rd Brigade Combat
a language the person does read and understand.
team, sent the letter to each of the 3,500 men and
Perfect communication, if such a thing existed,
women after two of their fellow soldiers were killed
would be when a transmitted thought or idea was
in combat and his chaplains reported that many
received and understood by the receiver exactly as
were disillusioned about the war. Haight said, “I can
it was envisioned by the sender. Another point to
tell a soldier to do anything, and he may or may not
keep in mind is that good communication is often
in his mind question why. But if you explain the why
erroneously defined by the communicator as
very, very clearly, he will not only accomplish the
agreement with the message instead of clear
mission, but he will do the mission to a much higher
understanding of the message.4 If someone
standard.”8 Here’s a manager who understands the
disagrees with us, we assume that the person just
role of communication and how best to
didn’t fully understand our position. In other words,
communicate to his subordinates. You need to
many of us define good communication as having
communicate to your employees the organization’s
someone accept our views. But I can clearly
new policy on sexual harassment; you want to
understand what you mean and just not agree with
compliment one of your workers on the extra hours
what you say. The final point we want to make
she’s put in to help your team complete a customer’s
about communication is that it encompasses both
order; you must tell one of your employees about
interpersonal communication—communication
changes to his job; or you would like to get
between two or more people—and organizational
employees’ feedback on your proposed budget for
communication, which is all the patterns, networks,
next year. In each of these instances, how would you
and systems of communication within an
communicate? Managers have a wide variety of
organization. Both types are important to managers.
communication methods from which to choose and
Before communication can take place, a purpose,
can use 12 questions to help them evaluate these
expressed as a message to be conveyed, must exist.
methods.
It passes between a source (the sender) and a
1. Feedback: How quickly can the receiver respond
receiver. The message is converted to symbolic form
to the message?
(called encoding) and passed by way of some
2. Complexity capacity: Can the method effectively
medium (channel) to the receiver, who retranslates
process complex messages?
the sender’s message (called decoding). The result is
3. Breadth potential: How many different
the transfer of meaning from one person to another.
messages can be transmitted using this method?
4. Confidentiality: Can communicators be reasonably Exhibit 15-1 illustrates the elements of the
sure their messages are received only by those communication process. Note that the entire process is
intended? susceptible to noise—disturbances that interfere with the
5. Encoding ease: Can sender easily and quickly use transmission, receipt, or feedback of a message. Typical
this channel? examples of noise include illegible print, phone static,
6. Decoding ease: Can receiver easily and quickly inattention by the receiver, or background sounds of
decode messages? machinery or coworkers. However, anything that
7. Time-space constraint: Do senders and receivers interferes with understanding can be noise, and noise can
need to communicate at the same time and in the create distortion at any point in the communication
same space? process. A personal written letter from a U.S. Army
8. Cost: How much does it cost to use this method? 9. commander in Afghanistan to his troops assured them
Interpersonal warmth: How well does this method that they are “contributing to the overall success of the
convey interpersonal warmth? mission” here. Colonel David Haight, of the 10th
10. Formality: Does this method have the needed Mountain Division’s 3rd Brigade Combat team, sent the
amount of formality? letter to each of the 3,500 men and women after two of
11. Scanability: Does this method allow the message to their fellow soldiers were killed in combat and his
be easily browsed or scanned for relevant information? chaplains reported that many were disillusioned about
12. Time of consumption: Does the sender or receiver the war. Haight said, “I can tell a soldier to do anything,
exercise the most control over when the message is and he may or may not in his mind question why. But if
dealt with? you explain the why very, very clearly, he will not only
accomplish the mission, but he will do the mission to a
Forms of Communication much higher standard.”8 Here’s a manager who
understands the role of communication and how best to
communicate to his subordinates. You need to
An important part of interpersonal communication is communicate to your employees the organization’s new
nonverbal communication—that is, communication policy on sexual harassment; you want to compliment
transmitted without words. Some of the most one of your workers on the extra hours she’s put in to
meaningful communications are neither spoken nor help your team complete a customer’s order; you must
written. When a college instructor is teaching a class, tell one of your employees about changes to his job; or
she doesn’t need words to tell her that students are you would like to get employees’ feedback on your
tuned out when they begin to read a newspaper in the proposed budget for next year. In each of these instances,
middle of class. Similarly, when students start putting how would you communicate? Managers have a wide
their book, papers, and notebooks away, the message is variety of communication methods from which to choose
clear: Class time is about over. The size of a person’s and can use 12 questions to help them evaluate these
office or the clothes he or she wears also convey methods.
messages to others. Among these various forms of 1. Feedback: How quickly can the receiver respond to
nonverbal communication, the best-known types are the message?
body language and verbal intonation 2. Complexity capacity: Can the method effectively
Body language refers to gestures, facial expressions, process complex messages?
and other body movements that convey meaning. A 3. Breadth potential: How many different messages can
person frowning “says” something different from one be transmitted using this method?
who’s smiling. Hand motions, facial expressions, and
other gestures can communicate emotions or
temperaments such as aggression, fear, shyness,
arrogance, joy, and anger. Knowing the meaning behind
someone’s body moves and learning how to put forth
your best body language can help you personally and
professionally.10
Verbal intonation refers to the emphasis someone
gives to words or phrases in order to convey meaning.
To illustrate how intonations can change the meaning
of a message, consider the student who asks the
instructor a question. The instructor replies, “What do
you mean by that?” The student’s reaction will vary,
depending on the tone of the instructor’s response. A
soft, smooth vocal tone conveys interest and creates a
different meaning from one that is abrasive and puts a
strong emphasis on saying the last word
 ACTIVITY 1

ESSAY TIME!
Write in 100 words or more for this essay activity. If you are a leader what kind of
leadership style will you choose and why?

_
 2 ACTIVITY 2

1. How does motivation affect leadership in management?

2. What do you think is the impact of communication in leading?

 ACTIVITY 3

ESSAY TIME!
Cite a leader who made a difference in a specific field whether in business or in
politics and list down the significant things he/she had done to become a
successful leader.

Congratulations student for

successfully finishing Module 4! I
hope you enjoy it and learn
more about the Principles of
Management. Have a pleasant
day!