Leadership Communication as Citizenship

First Edition

John O. Burtis - University of Northern Iowa, USA
Paul D. Turman - Nebraska State College System, Lincoln, NE, South Dakota Board of Regents, USA

November 2009 | 272 pages | SAGE Publications, Inc

Leadership Communication as Citizenship explains the communication skills you need to help construct effective experiences for an organization, team, or community, whether in the role of doer, follower, guide, manager, or leader. It articulates the important role that communication plays in helping to co-construct group, organizational, or community direction. Effective leadership communication is explored in the context of citizenship, emphasizing the opportunities and responsibilities we each face for helping groups that matter to us, whether a business, a religious institution, or a government entity.

Throughout the book, authors John O. Burtis and Paul D. Turman relay a compelling, readable story about how to create more successful organizations and communities through direction-giving stories, regardless of one's role in the group.

Key Features

Explains the daily interplay between communication, citizenship, and direction-giving, thus challenging readers to realize the power they have to give direction in their own team, organization, or community
Focuses on common communication skills involved across seemingly disparate leadership contexts—from working in teams to communities to social movements or elsewhere—to help people succeed in the setting in which they find themselves
Explores times of crisis and use of leadership vision, discussing how direction-giving approaches may require adjustment in these times of extreme opportunity, threat, or change.

Intended Audience: Leadership Communication as Citizenship is appropriate for anyone who wants to make a difference in their team, organization, or community, and for such courses as Leadership, Organizational and Group Communication, Industrial/ Organizational Psychology, Persuasion, and Management.

Available Formats

ISBN: 9781412954990	Hardcover	Suggested Retail Price: $183.00	Bookstore Price: $146.40
ISBN: 9781412955003	Paperback	Suggested Retail Price: $116.00	Bookstore Price: $92.80
ISBN: 9781483342764	Electronic Version	Suggested Retail Price: $74.00	Bookstore Price: $59.20

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UNIT I: UNDERSTAND YOUR POWER AS A DIRECTION-GIVER

1. So, You Want Other People to Work Well Together?

Groups Can Create a Community, Calm a Complex Organization, or Move Millions

Grouping, Group Direction, and Direction-Giving Are Human Responses to Exigencies

Direction-Giving Types Include the Work of a Doer, Follower, Guide, Manager, and Leader

Everyone Has the Obligation to Help His or Her Group to Thrive: The Social Contract of Citizenship

2. Distinguish Between Three Direction-Giving Options: Doing, Following, and Guiding

Specific Exigencies, Credentials, and Competencies Frame Each Type of Direction-Giver

Giving Direction as a Doer Requires Competence

Credentialing as a Doer Requires You to Accomplish Something Competently

Communicating Competently Blends Your Act as a Doer Into the Group's Needs

Giving Direction as a Follower Requires Affiliative Receptivity

A Direction-Giver's Initiative Creates an Exigency for a Follower

Credentialing as a Follower Requires Showing You Offer an Able and Desirable Affiliation

Communicating Competently Blends Your Followership With a Direction-Giver's Efforts

Giving Direction as a Guide Requires Credibility

Every Group Needs Direction at Many Points in Time, Creating the Guideship Exigency

Credentialing as a Guide Requires You to Create and Impression of Credibility

Communicating Competently, Your Guideship Ought to Take Care With a Group's Attentions

In Conclusion

3. Understand That Other Direction-Giving Options May Be Needed: Managing or Leading Well

There Are Many Names for Leadership: Definitions Too

Giving Direction as a Manager Requires the Ability to Marshal Resources

The Odious, the Complex, and the Everlasting Provide Exigencies for a Manager

Credentialing as a Manager Is Based in the Stories You and Others Tell of Your Experience

Doing and Interpreting Your Management Work for the Group Requires a Variety of Skills

Giving Direction as a Leader Requires Articulating a Group-Transformative Vision

A System-Threatening Crisis or Opportunity Provides the Exigency for Leadership

Credentialing to Be Seen by Others as a Leader Requires You to Articulate a Salient Vision

Your Effective Leadership Is Not Necessarily Tied to Specific Communication Skills

Beware Easy Misconceptions About These Five Types of Direction-Givers

In Conclusion

UNIT II: DEVELOP YOUR OWN STRATEGIES FOR GIVING DIRECTION WELL

4. Use Leadership Theory and Research to Prepare Yourself to Give Direction

The Traits Perspective Focuses on Who You Are to Explain your Effectiveness

Developing Emotional Intelligence and Resilience May Matter More Than Your IQ

Self-Monitoring and Rhetorical Sensitivity Orient You to the Resources Around You

Situational, Styles, and Contingency Perspectives Focus on Behavioral Choices You Make

Great Leaders During Times of Crisis and Hemphill's Work Show That Situation Matters

The Styles Perspective Says Pick the Right Way to Treat Those With Whom You Group

The Contingency Perspective Says You Need to Adjust to Recurring "What Ifs" of Grouping

The Functional Perspective Focuses on What You Can Do for Your Group

Benne and Sheats Say Every Group Must Serve Task, Relational, and Individual Functions

Blake and Mouton's Managerial Grid Says You Need to Balance Those Functions

Your Grouping Choices Also Need to Earn You at Least Once Process Prize From Grouping

Explicit and Implicit Theories of Effective Grouping and Direction-Giving Are in Play

In Conclusion

5. Develop a Framework and Position Yourself for Giving Direction

A Direction-Giving Framework Should Have a Philosophy, Exemplar Model, and Guidelines

Taylor's Scientific Management Is One Framework for Giving Direction Well

Mayo's Hawthorne Effect Shows the Need for a Different Framework

Develop Your Own Effectiveness Framework for Each Type of Direction-Giving You Provide

Your Philosophy Should Put Your Values Into Your Framework and Then Into Action

Your Exemplars Provide Aspirational Stories and a Sense of What "the Best" Can Be

Your Guidelines Animate Your Philosophy and Exemplars in Your Own Direction-Giving

Position Yourself as a Key Direction-Giver in the Story of Your Group

A Process of Residues Helps Us Decide on Whom We Will Focus Our Attention

Take Stock of the Credentials You Have and What Can You Do to Help Your Group Thrive

Recurring Types of Situations Can Help Put Context to Your Direction-Giving Preparations

Some Advice That May Be Useful as You Position Yourself

In Conclusion

UNIT III: DEVELOP YOUR COMMUNICATION SKILLS TO ENHANCE YOUR DIRECTION-GIVING

6. Figure Out How to Communicate Effectively

Communication Is a Tool Used to Transfer Information and a Process for Making Meaning

Accurate Transfer of Information Requires Fidelity

Making Meaning Involves Finding the Utility Involved

People Communicate for Purposes of Inquiry, to Influence Others, and to Build Relationships

Inquiry Is the Imperative to Make Sense of What is Happening to You

Influence Is the Imperative to Get Others to See Things Your Way or to Do What You Want

Relationship Is the Imperative to Have Social Contact and to Get Along With Others

Attaining a Symbolic Convergence of Terms, Meanings, and Stories Requires Effort and Skill

Create Messages That Gain Attention, Enhance Understanding, and Encourage Identification

Receive Messages Reflectively, Oriented Toward Understanding Ideas and Finding Utility

In Conclusion

7. Shape Effective Experiences and Expectations for Citizenship in Your Group

Help Shape Stories of Effective Group Experiences for Your Group

A Human Experience Is a Constructed Understanding of What Is Meaningful

Stories of Past, Present, and Future Experiences Are How You Give Direction to Your Group

Constitutive Rhetoric Is How You Co-Construct a Sense of Your Group and of "The Others"

Help Shape Stories of Experience That Create an Expectation of Citizenship in Your Group

Citizenship Experience Stories Stimulate Participation, Criticism, and Reasoned Conformity

How Groups Perpetuate Themselves Shapes the Experience of Citizen-Members

Play Your Part as a Citizen of Your Group

In Conclusion

UNIT IV: USE STORIES TO UNITE YOUR GROUP'S EFFORTS

8. Help Shape the Story of Your Organization, Team, or Community

You Can Use Stories to Unite Your Group and to Give It Direction

Find Coherence in Co-Constructed Stories of Your Group's Experience

Narrative Provides a Potent Tool for Shaping Effective Group Experiences

Seek and Shape Stories That Show or Start Something Special in Your Group

Making Accounts, Sensemaking, and Defining Stories Are Foundations of Narrative

Characterization, Ideographs, and Rhetorical Depiction Are Potent Forms of Narrative

The Master Narrative Is the Overarching Story of Your Group's Experience

Create Coherence in Memorable Messages, Critical Incidents, Teaching Tales, and Nuggets

Figure Out What Others Will Hear in the Experience Stories You Tell and Help Shape

In Conclusion

9. Develop the Framing Skills Needed by Every Direction-Giver

Framing Is Basic to All Communication: Your Frames Shape Your Direction-Giving Accounts

Frames, Like Definitions, Are How We Attach Meaning to Things

Frames Show Motives, Shape Experience, and Provide Authoritative Weight in the Group

Develop the Framing Skills You Need to Use to Be Effective as a Direction-Giver

Naming, Framing, and Blaming Are Basic Aspects of the Process for Making Meanings

Frame Your Group's Purgatory Puddle, Way/Process, Vision/Outcome, and Savior Complex

Claiming and Taming Are Elaborated Constructions of What Is Meaningful

In Conclusion

10. Leadership Vision Can Be a Crisis-Based Direction-Giving Story

Do You Need Vision as a Planning Tool or Do You Need a Vision that Transforms Your Group?

Are You Prepared to Give Direction During a Crisis?

Vision/Outcome Represents All Your Group Products and Purposes

Conceptions of Vision Range From Low- to High-Intensity Forms of Direction-Giving Action

What Is the Relationship Between a Vision and a Direction-Giver?

Crisis Is Different Than the Typical Pitfalls and Problems You Face in Every Group

Rhetorical Resources (and Your Responses Should) Vary Across the Circumstances of Crisis

You Can Prepare for Crisis That Resemble Fires Needing to Be Put Out

You Should Understand Direction-Giving Communications During Transformative Crisis

Do Not Misuse Crisis: From Mistakes to Faux Crisis, False Pretenses, and Manipulations

In Conclusion

Perfect level for my 200 level course -- Psychology of success

Dr Beth Seebach

Psychology Dept, Saint Mary'S Univ Of Minnesota

December 9, 2015

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This is exactly the book I was looking for, as I am teaching leadership communication in the context of a nonprofit management degree program and a change management degree program. The citizenship angle fits perfectly with the nonprofit/social change emphasis of our school and the course.

Ms Bonnie McEwan

Milano School of Management & Policy, New School University

March 5, 2010

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