Module -2

Leadership Styles

All leaders do not possess same attitude or same perspective. So the leaders do not get the things
done in the same manner. The leadership style varies with the kind of people the leader interacts
and deals with. A perfect/standard leadership style is one which assists a leader in getting the best
out of the people who follow him.

Some of the important leadership styles are as follows:

Visionary Leadership Style

First described by Daniel Goleman in 2002, the visionary leadership style was one of six leadership
types documented. The leader is inspiring in vision, and helps others to see how they can
contribute to this vision; allowing the leader and followers to move together towards a shared view
of the future.

This style is most appropriate when an organization needs a new and clear direction. Its goal is to
move people towards a new set of shared dreams. “Visionary leaders articulate where a group is
going, but not how it will get there – setting people free to innovate, experiment, take calculated
risks,”. The visionary leader is able to share their view of the future, allowing followers to
understand how they play an important role in that future state. By doing so, the followers become
committed to making that vision come true.

Example: visionary leaders are effective when a startup company is attempting to make a move
into the marketplace with a product that is very different than products currently available in that
marketplace.

Characteristics of visionary leaders

Good communicator

A visionary leader has good communication skills. She knows how to verbalize her dreams and
goals and can explain them to his team. For the leader, communication isn't just one-sided. In
addition to sharing her vision for the future, a visionary leader is also an active listener. As more
people "catch the vision," leaders listen to their ideas and thoughts, incorporating them into the
larger goal. Visionaries involve others in reaching their milestones and help the team members
meet their personal goals.

Charismatic Leader

Visionary leaders also have charisma arousing special popular loyalty. Charisma is a natural
attraction that draws people to the leader and the leader's enthusiasm.

Chief organizers.

While many leaders have administrators that manage the processes, the leader often sets up the
organization by establishing key departments or functions. As the organizer-in-chief, the visionary
directs, develops and conducts meetings until reliable help is found. During the initial organization,
a leader will take the time build a solid foundation through establishing boards, councils or a
company hierarchy.

Risk-taker

These leaders are willing to gamble on something they believe in, but the gamble is often a
measured one. Visionaries are creative people that take the initiative with the appropriate action.
Visionaries take intelligent risks that capitalize on prime conditions. This kind of leader starts
small by taking measured steps than later bigger risks.

Strategic Planner

Visionary leaders are strategic planners. These leaders plan ahead to make the best business moves.
Strategic planning involves creating an action plan with a particular strategy in mind. The leader's
vision defines what the organization will look like in the future and how it will function. His
strategies are designed to take him toward his ultimate vision

REFERENCES

http://smallbusiness.chron.com/characteristics-visionary-leadership-31332.html
Coaching Leadership Style

Coaching is a one-on-one style that focuses on developing individuals, showing them how to
improve their performance, and helping to connect their goals to the goals of the organization.
Coaching works best with employees who show initiative and want more professional
development. Coaching leaders clearly define roles and tasks of followers, but seeks their input
and suggestions too. Decisions are still made by the leader, but the communication style is truly
two-way. Coaching leaders are very effective in settings where performance or results need
improvement. They help others to advance their skills; they build bench strength, and provide a
lot of guidance. The coaching leadership style is most effective when followers are more
responsible, experienced, and agreeable. But it can backfire if it’s perceived as “micromanaging”
an employee, and undermines his or her self-confidence

The coaching leader directs and guides; including providing encouragement and inspiration to help
motivate the followers. They create a positive workplace environment; followers know exactly
what's expected of them, and they understand the overall strategy of the company.

Coaching leaders help employees identify their unique strengths and weaknesses and tie them to
their personal and career aspirations. They encourage employees to establish long-term
development goals and help them conceptualize a plan for attaining them. They make agreements
with their employees about their role and responsibilities in enacting development plans, and they
give plentiful instruction and feedback.

Coaching leaders excel at delegating. They give employees challenging assignments, even if that
means the tasks won’t be accomplished quickly. In other words, these leaders are willing to put up
with short-term failure if it furthers long-term learning.

The coaching style works well in many business situations, but it is perhaps most effective when
people on the receiving end are “up for it.” For instance, the coaching style works particularly well
when employees are already aware of their weaknesses and would like to improve their
performance. Similarly, the style works well when employees realize how cultivating new
abilities can help them advance.
By contrast, the coaching style makes little sense when employees, for whatever reason, are
resistant to learning or changing their ways. And it flops if the leader lacks the expertise to help
the employee along. The fact is, many managers are unfamiliar with or simply inept at coaching,
particularly when it comes to giving ongoing performance feedback that motivates rather than
creates fear or apathy.

REFERENCES

https://www.linkedin.com/pulse/20130821093435-117825785-don-t-write-off-the-coaching-
leadership-style

Affiliative Leadership Style

A type of leadership first described by Daniel Goleman in 2002 as one of his six leadership styles.
An affiliative leader promotes harmony among his or her followers and helps to solve any conflict.
This type of leader is a master at establishing positive relationships, and because followers will
most likely adore him, they would be loyal, would share information and would have a high-level
trust all of which help create a better office environment Typically the followers will receive much
praise from this style of leader, however poor performance tends to go unchecked. An affiliative
leader would also give frequent positive feedback to try to help everyone to be on the right track.
Basically, this type of leader should be considered if an organization greatly needs a boost for
morale and harmony, or if a previous event has incurred an atmosphere of mistrust within the
group
This style emphasizes the importance of team work, and creates harmony in a group by connecting
people to each other. This approach is particularly valuable when trying to heighten team harmony,
increase morale, improve communication or repair broken trust in an organization.

Common Qualities of the Affiliative Leadership Style

As this type of leading people creates harmony, it means connections within the organization are
also established. It is known as an extremely mutual leadership technique, as it focuses on the
emotional over the work needs of followers and teams. When utilized perfectly, it can prevent
emotionally distressing instances and situations, such as negative feedback.
Also, the affiliative leadership style is often collaborated with visionary leadership and, as
previously mentioned, is best used to get through stressful circumstances and to heal rifts. It is all
about making staff members feel good, getting along with the management and embracing
innovations for the betterment of a company. With regards to the leader, he should have the
qualities that can help with becoming followed, where he has to give a lot of praises to resolve
conflicts and issues regarding the management and the whole organizational system.

As this type of leadership is best for groups or organizations that are highly volatile and need
reassurance, there can also be some kind of difficulties faced when implementing it. A good
example is that poor employee performance would not be taken seriously. Also, leaders can make
use of this approach only when necessary and should switch back to their primary authoritative
method to prevent poor performance among staff members. And as this leadership style is all about
the people, a leader should try to value his people and their emotions more than the organization’s
task and goals, which is a big risk for a business’s bottom line.

Common values of Affiliative Leadership

Leaders who follow this approach strive to keep their followers happy and to create harmony
among themselves, leading by building strong emotional bonds and, therefore, reaping all critical
benefits through a high level of loyalty, which means this style of leadership should mark positive
effects on communication. Another value that it should manifest is that it should build trust among
members using all the advantages necessary in the areas of high performance and innovation.
Flexibility should also be observed, since leaders would adjust company rules for maturing
adolescents, while not imposing unnecessary strictures on how they get their job done. Basically,
freedom is given to members in this leadership approach.

Disadvantages

On the other side of the coin, affiliative leaders will have a difficult time dealing with inevitable
problems and conflicts that may arise and will be less likely to meet these circumstances head on.
Other than this, this type of leadership can also result in poor worker performance due to their
complacency of the stream of positive feedback and unwillingness to strive for the better.
When to Use It?

If the affiliative leadership style were summed up in a single phrase, it would be, People come
first. As what is commonly known, it works best in times of stress when members of staff need to
rebuild trust of the organization or heal from a trauma. This means that this approach should not
be employed exclusively, since sole reliance on nurturing and praise can bring about lack of
direction and mediocre performance.

Participative leadership style:

Participative leadership also known as democratic style , is a type of leadership style in which
members of the group take a more participative role in the decision-making process. In
participative style of leadership, the leaders invite and encourage the team members to play an
important role in decision-making process, though the ultimate decision-making power rests with
the leader. The leader guides the employees on what to perform and how to perform, while the
employees communicate to the leader their experience and the suggestions if any. The advantages
of this leadership style are that it leads to satisfied, motivated and more skilled employees. It leads
to an optimistic work environment and also encourages creativity. This leadership style has the
only drawback that it is time-consuming. Everyone is given the opportunity to participate, ideas
are exchanged freely, and discussion is encouraged. While the democratic process tends to focus
on group equality and the free flow of ideas, the lead of the group is still there to offer guidance
and control. The democratic leader is charged with deciding who is in the group and who gets to
contribute to the decisions that are made. Researchers have found that the democratic leadership
style is one of the most effective and leads to higher productivity, better contributions from group
members, and increased group morale. This style draws on people’s knowledge and skills, and
creates a group commitment to the resulting goals. It works best when the direction the
organization should take is unclear, and the leader needs to tap the collective wisdom of the group.

Characteristics of Participative style Leadership

Some of the primary characteristics of participative style leadership include:

• Group members are encouraged to share ideas and opinions, even though the leader retains
the final say over decisions.
 • Members of the group feel more engaged in the process.
• Creativity is encouraged and rewarded.

Good Participative style possess specific traits that include:

• Honesty
• Intelligence
• Courage
• Creativity
• Competence
• Fairness

Benefits of Participative style Leadership

Because group members are encouraged to share their thoughts, Participative style leadership can
lead to better ideas and more creative solutions to problems.

Group members also feel more involved and committed to projects, making them more likely to
care about the end results. Research on leadership styles has also shown that democratic leadership
leads to higher productivity among group members.

Disadvantages of Participative style Leadership

While Participative style leadership has been described as the most effective leadership style, it
does have some potential downsides. In situations where roles are unclear or time is of the essence,
democratic leadership can lead to communication failures and uncompleted projects. In some
cases, group members may not have the necessary knowledge or expertise to make quality
contributions to the decision-making process.

Participative style leadership works best in situations where group members are skilled and eager
to share their knowledge. It is also important to have plenty of time to allow people to contribute,
develop a plan and then vote on the best course of action.
REFERENCES

https://www.verywell.com/leadership-theories-2795323

http://www.businessdictionary.com/definition/affiliative-leadership.html

Pacesetting style leadership

In this style, the leader sets high standards for performance. He or she is obsessive about doing
things better and faster, and asks the same of everyone. The hallmarks of the pacesetting leadership
style sound admirable. The leader sets extremely high performance standards and exemplifies them
himself. He is obsessive about doing things better and faster, and he asks the same of everyone
around him. He quickly pinpoints poor performers and demands more from them. If they don’t
rise to the occasion, he replaces them with people who can. The pacesetting leader sets both high
standards for themselves and those they are leading. One of the key attributes of this style is the
"lead by example" approach. They don't ask their followers to do anything they wouldn't do
themselves. Unfortunately, not everyone shares the same motivating forces.

Pacesetting leaders are also quick to identify individuals that are not keeping pace with their
expectations. Poor performers are asked to rise to the occasion, and if they do not, they are quickly
replaced.

Pacesetters don't give employees a lot of positive feedback; they simply don't have the time. On
the flip side, they have no problem jumping right in and taking over if they think progress is too
slow.

Disadvantages

Many employees feel overwhelmed by the pacesetter’s demands for excellence, and their morale
drops. Guidelines for working may be clear in the leader’s head, but she does not state them
clearly; she expects people to know what to do and even thinks, If I have to tell you, you’re the
wrong person for the job.

Work becomes not a matter of doing one’s best along a clear course so much as second-guessing
what the leader wants. At the same time, people often feel that the pacesetter doesn’t trust them to
work in their own way or to take initiative. Flexibility and responsibility evaporate; work becomes
so task- focused and routinized it’s boring. As for rewards, the pacesetter either gives no feedback
on how people are doing or jumps in to take over when he thinks they’re lagging. And if the leader
should leave, people feel directionless – they’re so used to “the expert” setting the rules. Finally,
commitment dwindles under the regime of a pacesetting leader because people have no sense of
how their personal efforts fit into the big picture.

On the down side, the style has a negative effect on the work environment. In fact, only
the coercive leadership style has a greater negative effect on people. Often times employees are
simply overwhelmed by the speed and the demands placed upon them, resulting in morale that
quickly deteriorates.

To make matters worse, the haste under this leadership style is such that instructions to followers
may not even be clear. Ironically, the leader has no patience for those that need to learn, or are not
picking up new work fast enough.

When to use pacesetting style leadership

The most effective way to use the pacesetting style is when a business or department is in need of
quick results from a group that is already highly motivated and competent. This means the
motivation that's driving the leader must also exist among the followers.

The style is also effective when group members are highly competent in the task they are going to
complete. Whether this comes from aptitude or experience, the group members are going to be
asked to work quickly. There is no time to learn on the job, or teach someone a skill they may be
lacking.

While the pacesetting style can be very effective in getting results in the short term, it's not a style
that can be used over the long haul. Quite frankly, pacesetters are great at burning out their
coworkers.

The pacesetting style can be very effective if used sparingly; when it's really needed for the good
of the business. If used as a base leadership style, the turnover rate on the team may be high.

Commanding Leadership Style

This is classic model of “military” style leadership – probably the most often used, but the least
often effective. Because it rarely involves praise and frequently employs criticism, it undercuts
morale and job satisfaction. Even the modern military has come to recognize its limited usefulness.

The main objective of this style is immediate compliance. This style is appropriate in crises, urgent
situations and instances where non-compliance will have serious consequences, such as safety. It
can be used with unmotivated employees where you tried everything you could, but do not see the
hoped for follow-through. It may also used in environments of simple and straightforward tasks,
where no creativity or innovation are required. While this style is probably the most frequently
used in today’s business, beware that in the long run it may result in employees passively resisting,
rebelling or leaving altogether.
The Commanding Leader Commanding leaders use an autocratic approach to leadership. This style
often depends on orders, the (often unspoken) threat of punishment, and tight control. People in
modern, democratic countries are used to having a level of control over their lives and their work,
and this approach deprives them of this. What's more, because this leadership style is so often
misused, it can have a profoundly negative effect on a team.

REFERENCES

www.mindtools.com/community/pages/article/emotional-leadership.php

http://guides.wsj.com/management/developing-a-leadership-style/how-to-develop-a-leadership-
style/

http://online.stu.edu/transactional-leadership/

Autocratic leadership style

Autocratic leadership, also known as authoritarian leadership, is a leadership style characterized
by individual control over all decisions and little input from group members. Autocratic leaders
typically make choices based on their ideas and judgments and rarely accept advice from followers.
Autocratic leadership involves absolute, authoritarian control over a group. When and where the
authoritarian style is most useful can depend upon factors such as the situation, the type of task the
group is working on, and characteristics of the team members

Characteristics of Autocratic Leadership

Some of the primary characteristics of autocratic leadership include:

• Little or no input from group members

• Leaders make almost all of the decisions
• Group leaders dictate all the work methods and processes
• Group members are rarely trusted with decisions or important tasks
• Work tends to be highly structured and very rigid
• Creativity and out-of-the box thinking tend to be discouraged
• Rules are important and tend to be clearly outlined and communicated

Benefits of Autocratic Leadership

• Autocratic leadership can be beneficial in instances when decisions need to be made

quickly without consulting with a large group of people.
• When the leader is the most knowledgeable person in the group, the autocratic style can
lead to fast and effective decisions.
• It can be effective in small groups where leadership is lacking.

Downsides of Autocratic Leadership

• People who abuse an autocratic leadership style are often viewed as bossy, controlling, and
dictatorial. This can sometimes result in resentment among group members
 • Because autocratic leaders make decisions without consulting the group, people in the
group may dislike that they are unable to contribute ideas.
• autocratic leadership often results in a lack of creative solutions to problems, which can
ultimately hurt the group from performing.
• Autocratic leaders tend to overlook the knowledge and expertise that group members might
bring to the situation

Laissez-faire leadership style

Laissez-faire leadership, also known as delegative leadership, is a type of leadership style in which
leaders are hands-off and allow group members to make the decisions. Researchers have found
that this is generally the leadership style that leads to the lowest productivity among group
members.

Characteristics of Laissez-Faire Leadership

Laissez-faire leadership is characterized by:

• Very little guidance from leaders

• Complete freedom for followers to make decisions
• Leaders provide the tools and resources needed
• Group members are expected to solve problems on their own
• Power is handed over to followers, yet leaders still take responsibility for the groups
decisions and actions

When to use Laissez-Faire Leadership

When team members have the skills to succeed. Laissez-faire leadership can be effective in
situations where group members are highly skilled, motivated, and capable of working on their
own. Since these group members are experts and have the knowledge and skills to work
independently, they are capable of accomplishing tasks with very little guidance.
When group members are experts. The delegative style can be particularly effective in situations
where group members are actually more knowledgeable than the group's leader. Because team
members are the experts in a particular area, the laissez-faire style allows them to demonstrate
their deep knowledge and skill surrounding that particular subject.

When independence is valued. This autonomy can be freeing to some group members and help
them feel more satisfied with their work. The laissez-faire style can be used in situations where
followers have a high-level of passion and intrinsic motivation for their work.

Disadvantages of Laissez-faire leadership

Lack of role awareness. In some situations, the laissez-faire style leads to poorly defined roles
within the group. Since team members receive little to no guidance, they might not really be sure
about their role within the group and what they are supposed to be doing with their time.

Poor involvement with the group. Laissez-faire leaders are often seen as uninvolved and
withdrawn, which can lead to a lack of cohesiveness within the group. Since the leader seems
unconcerned with what is happening, followers sometimes pick up on this and express less care
and concern for the project.

Low accountability. Some leaders might even take advantage of this style as a way to avoid
personal responsibility for the group's failures. When goals are not met, the leader can then blame
members of the team for not completing tasks or living up to expectations.

Passivity and avoidance. At its worst, laissez-faire leadership represents passivity or even an
outright avoidance of true leadership. In such cases, these leaders do nothing to try to motivate
followers, do not recognize the efforts of team members, and make no attempts at involvement
with the group.

Advantages
 • Allows experts to function productively and challenges them to take personal responsibility
for their achievements and failures
• Motivates people to perform optimally and gives them latitude to make correct decisions
that might not be supported in a more structured environment
• Reinforces successful performance and leads to a higher retention of experts who thrive in
creative environments that support autonomous decision-making

Leader VS Manager

“Leadership and managership are two synonymous terms” is an incorrect statement. Leadership
doesn’t require any managerial position to act as a leader. On the other hand, a manager can be a
true manager only if he has got the traits of leader in him. By virtue of his position, manager has
to provide leadership to his group. A manager has to perform all five functions to achieve goals,
i.e., Planning, Organizing, Staffing, Directing, and Controlling. Leadership is a part of these
functions. Leadership as a general term is not related to managership. A person can be a leader by
virtue of qualities in him. For example: leader of a club, class, welfare association, social
organization, etc. Therefore, it is true to say that, “All managers are leaders, but all leaders are not
managers.”

A leader is one who influences the behavior and work of others in group efforts towards
achievement of specified goals in a given situation. On the other hand, manager can be a true
manager only if he has got traits of leader in him. Manager at all levels are expected to be the
leaders of work groups so that subordinates willingly carry instructions and accept their guidance.
A person can be a leader by virtue of all qualities in him

Following are the various aspects where leader differs from managers
Leaders create a vision, managers create goals.

Leaders paint a picture of what they see as possible and inspire and engage their people in turning
that vision into reality. They think beyond what individuals do. They activate people to be part of
something bigger. They know that high-functioning teams can accomplish a lot more working
together than individuals working autonomously. Managers focus on setting, measuring and
achieving goals. They control situations to reach or exceed their objectives.

Leaders are change agents, managers maintain the status quo.

Leaders are proud disrupters. Innovation is their mantra. They embrace change and know that even
if things are working, there could be a better way forward. And they understand and accept the
fact that changes to the system often create waves. Managers stick with what works, refining
systems, structures and processes to make them better.

Leaders are unique, managers copy.

Leaders are willing to be themselves. They are self-aware and work actively to build their unique
and differentiated personal brand. They are comfortable in their own shoes and willing to stand
out. They’re authentic and transparent. Managers mimic the competencies and behaviors they
learn from others and adopt their leadership style rather than defining it.

Leaders take risks, managers control risk.

Leaders are willing to try new things even if they may fail miserably. They know that failure is
often a step on the path to success. Managers work to minimize risk. They seek to avoid or control
problems rather than embracing them.

Leaders are in it for the long haul, managers think short-term.

Leaders have intentionality. They do what they say they are going to do and stay motivated toward
a big, often very distant goal. They remain motivated without receiving regular rewards. Managers
work on shorter-term goals, seeking more regular acknowledgment or accolades.

Leaders grow personally, managers rely on existing, proven skills.

Leaders know if they aren’t learning something new every day, they aren’t standing still, they’re
falling behind. They remain curious and seek to remain relevant in an ever-changing world of
work. They seek out people and information that will expand their thinking. Managers often double
down on what made them successful, perfecting existing skills and adopting proven behaviors.

Leaders build relationships, managers build systems and processes.

Leaders focus on people – all the stakeholders they need to influence in order to realize their vision.
They know who their stakeholders are and spend most of their time with them. They build loyalty
and trust by consistently delivering on their promise. Managers focus on the structures necessary
to set and achieve goals. They focus on the analytical and ensure systems are in place to attain
desired outcomes. They work with individuals and their goals and objectives.

Leaders coach, managers direct.

Leaders know that people who work for them have the answers or are able to find them. They see
their people as competent and are optimistic about their potential. They resist the temptation to tell
their people what to do and how to do it. Managers assign tasks and provide guidance on how to
accomplish them.

9. Leaders create fans, managers have employees.

Leaders have people who go beyond following them; their followers become their raving fans and
fervent promoters – helping them build their brand and achieve their goals. Their fans help them
increase their visibility and credibility. Managers have staff who follow directions and seek to
please the boss.
REFERENCES

https://online.columbiasouthern.edu/csu_content/courses/business/bsl/bsl4040/12d/uniti_chapter
1presentation.pdf

Leadership Communication
Leadership communication is the controlled, purposeful transfer of meaning by which individuals
influence a single person, a group, an organization, or a community. Leadership communication
requires using the full range of communication abilities and resources to serve the following
purposes

• Connect positively with audiences

• Overcome interferences
• Create and deliver messages that guide,
• direct, motivate, or inspire others to action

Leaders need to be able to communicate well. Effective leadership in a small business requires
knowing how to communicate with all elements of the organization, including employees, other
managers, customers and investors. Each group may require a different communication style and
leadership style. Leaders must be able to adapt based on the group they are communicating with
at the time. Effective communication skills are an important aspect of any leader’s portfolio of
skills and experience.

Aspects of effective leadership communication

Verbal and Nonverbal Communication

Verbal communication is the most obvious form of communication. However, research has shown
people pay much less attention to the words that are said and much more attention to the actions
and nonverbal cues that accompany those words. Nonverbal cues include facial expressions, use
of hand motions, body posture and eye movements. Leaders should strive to always match their
nonverbal cues to their words; when they do so, they are more believable and trustworthy.
Adapting Styles

A good leader adapts his communication style depending on his audience. When speaking to
employees, he may need to have a much more directive style than when he is delivering a
presentation to the community or speaking to customers. Leaders should identify the audience and
their characteristics and interests, then adjust their communication style based on what the
audience needs and what will encourage them to react to meet the goals of the communication.
Throughout the course of a day, the leader may have to switch between an authoritative style with
employees and an inspiring style with stockholders.
Listening
An important aspect of communication is the ability to listen. Active listening should always be a
goal, with the leader focusing on both the verbal and nonverbal language of the speaker. Active
listening involves concentrating only on the speaker and ignoring outside interruptions, including
the listener's own wandering thoughts or possible responses. Active listeners also refrain from
interrupting, give the speaker time to finish, show they are listening by doing things like nodding
or smiling, and reflect or paraphrase back to verify their understanding.
Setting an Example

Leaders and business managers should realize employees will look to them as a model of how they
should behave under certain circumstances. Employees tend to emulate how they see leaders acting
and communicating. If employees see a leader using an active listening style and empathetic tone
with customers, they are more likely to do the same. When leaders are open to the ideas of others
and praise often, employees will tend to follow suit. When speaking, leaders should consider
whether they would want their employees to speak in the same way to the same audience. If not,
the leader should adjust his communication style.
Considerations

Effective communication skills do not come naturally for most people. Many people, including
business leaders and managers, need to practice repeatedly in order to improve their skills. In
addition to practicing, leaders should consider classes or training that will help them communicate
effectively. With the tool known as 360-degree evaluation, every person in the organization is
evaluated by one or more superiors, colleagues and employees. Leaders can participate in 360-
degree evaluations both to serve as an example for employees and to identify whether their
communication skills need improvement.

Communication in Crisis

The communication element of crisis leadership is without a doubt most important element of
effectively managing a crisis. Leaders must recognize that communication plans made in advance
need consider all stakeholders who matter and have a plan to engage with each of them.

The media love good stories with villains and victims, which means that during a crisis
organizations have to communicate early and often to tell their side of the story. Even if you don’t
have all the facts, leaders need to communicate with stakeholders even if it is only about
demonstrating a concern for safety, or a commitment to fix things. You’ll find that if you don’t tell
your side of the story, someone else will do it – more often than not via social media.

When you’re spiraling into a crisis, one communications tool can help steady the course- key
messages. Preparing strategic statements and helping spokespeople deliver them effectively are
essential to a successful outcome.

The media’s constant need for information, the rapid proliferation of news and the inherent
controversy require your organization to move fast in a crisis,really fast.

Your response during the first 24 hours is crucial. Under reacting during the early stages of a crisis
can cause it to escalate exponentially. Not taking action won’t stop a news story; it may even
generate more negative coverage. Your company’s actions, or lack thereof will impact its image
and public perception long after the situation is under control.

Therefore, it is critical to know where to start and what you’ll need before an emergency unfolds.
Key messages prepare leaders to address media representatives, as well as internal and external
stakeholders.

Key messages concisely address the confirmed facts surrounding a crisis and deliver the
company’s position on relevant issues. You should limit these foundational statements to a few
main points. Craft a handful of explanations that are a couple of sentences long and that you can
state in a sound bite.

Importance of Crisis communication

• Make a good first impression. Since many people jump to conclusions after hearing a
company’s preliminary response to a crisis, early statements are important to restoring
public confidence. When developing first responses, use language that enables a
spokesperson to come across as humane. Employ sentiments and terms that position him
or her as a good person working for a fair, concerned and empathetic organization.

• Arm your leaders with confirmed facts. Empower your spokesperson to share
explanations about what he or she knows is true. There isn’t any room for speculating,
attributing blame or offering opinions. Use early statements to reinforce that the company
 has responsible programs in place to lessen the crisis’ impact.

• Address what your organization plans to do next. At the early stage of a crisis, when
the situation is evolving still, it would be inappropriate to suggest an ultimate course of
action. Instead, fashion a message that offers sincere assurances about steps to take during
the next few minutes, hours or days. This approach allows the spokesperson to focus on
plans and actions, potentially shifting the dialogue from tragedy to remedy.

Other rules to follow:

• Never deny the obvious.

• Never make promises that the organization cannot keep.
• Never offer dollar estimates or speculate about financial ramifications.
• Never discuss the situation in a manner that puts your company at risk for future liability
claims.

REFERENCES

http://apps.prsa.org/Intelligence/Tactics/Articles/view/10042/1071/Preparing_leaders_to_commu
nicate_during_a_crisis#.WUBNpGjyuM8

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Leadership and negotiation

Although most business interaction is not formally labeled as a negotiation, communication in the
workplace is most often used to reach an understanding, resolve differences, or produce an
agreement on a course of action—these are, by very definition, the goals of a negotiation. It is
essential to success as a leader, to use the skills and mindset of a negotiator. Some of the most
important negotiations take place within an organization. These situations can take place
anywhere, including on the phone, face to face in the hallway, via email, and during formal
meetings.
Negotiation experts are masters at influencing people. Leaders must have this skill as well to be
able to manage relationships and positive outcomes with employees, other management
executives, partners, clients, customers, and the public at large. They can do this by developing
trust and likeability, maintaining control of their personal emotions during periods of high stress,
and having a thorough understanding of their own needs as well as the needs, desires, and thought
process of the people they work with.

Building rapport is a key skill of top negotiators. Doing so allows talks to be conducted in good
faith which paves the way for the sharing of information, increased trust, and the potential for a
far more lucrative deal. However, sometimes the counterpart takes a combative approach. By being
prepared with facts and understanding their negotiation position, expert negotiators know when to
make a strong bargaining move, and when to be softer. They also always understand their BATNA
(best alternative to a negotiated agreement) so if their plan fails they have options.

Why leaders should negotiate

Every leader looking for his big break in the business world should master negotiations. Dealing
with vendors, customers, investors, and employees is not something everyone can do. Smart
bargaining skills can help create relations, and good relations can have an excellent impact on your
company’s reputation. Some leaders use aggressive negotiation techniques to get what they want.
The smart way to make yourself noticed is to negotiate reasonably. Reach agreements, make
sensible concessions, and find a way to close a good deal without intimidating an opponent.
Negotiation training may be required, especially if you’re a leader with little experience in
business. Practice, practice, practice, and eventually you’ll become a skilled venture capitalist with
a great company and lots of people looking up to you.

Need of Presentation skills for Leaders

Communication and presentation skills are essential components of effective leadership.

Becoming an effective speaker requires continual practice and is a process of trial and
error. Communication and presentation skills are becoming increasingly important for leaders
as they play a bigger role in establishing company reputation and even influencing market value.
A leader is the face of the company's brand, and speaking is one of the most important marketing
tools for expanding brand and its reach. Every cause needs a leader. Every leader needs to be able
to stand up and deliver a clear and inspiring message. Developing good presentation skills is as
important as gaining relevant experience in a business organization. Experience develops one’s
wisdom; strengthens one’s knowledge, but in order to make it obvious, there is a need for powerful
presentation. In order that an effective leadership role may be practiced, developing presentations
skills is of obvious importance. Presenting well does not mean being flamboyant or theatrical, but
rather effectively influencing and charming others to get the deal sealed or the work done.

Importance of good presentation skills

• The team and followers will often judge the leader and the cause on the presentation
skills of that spokesperson.
• Presentation skills are Important to Public Image & Opinion
• People often judge the leader and the organization on how the leader deliver a
presentation.
• People will tend to remember the extremes - really bad or really good.
• Better presentations don't guarantee success but they give a better fighting chance of
success

How to make an effective presentation

• Be Prepared: Have a well-practiced and timed speech.

• Have Heart: Exude confidence and honesty in what you are presenting.

• Enhance Your Words: Incorporate effective tone and vocal variety in your speech, use
visuals or slideshows.

• Ride the Wave: Catch attention right from the introduction and maintain audience
involvement.

• Listen Up: Wrap up your presentation with a general Q&A with the audience or some
sort of feedback to monitor any unaddressed issues that you can either cover there or later
on.
Common barriers to successfully presentation
 • Believing it has got to be slick
• Thinking you are being judged
• You have it or you don’t
• Thinking you can’t be nervous
• Making ridiculous comparisons
• Thinking you can wing it

REFERENCES

https://www.forbes.com/sites/keldjensen/2012/12/11/flourish-as-an-influential-leader-think-like-
a-negotiator/#4c5542087565

http://www.torok.com/articles/presentation/WhyArePresentationSkillsImportant.html

https://www.linkedin.com/pulse/20140827195903-59817714-the-importance-of-good-
presentation-skills

https://www.forbes.com/2010/08/02/presentation-skills-public-speaking-communication-forbes-
woman-leadership-career.html