Leadership: Communication and Social Influence in Personal and Professional Contexts
Edition: 1
Copyright: 2017
Pages: 240
Edition: 1
Copyright: 2017
Pages: 240
Choose Your Format
$97.24
Ebook
$52.27
Regardless of one’s formal leadership title, academic major, or desired career path, leadership and communication are critical for success.
Leadership: Communication and Social Influence in Personal and Professional Contexts invites the reader to develop a more comprehensive understanding of leadership and the dynamics that occur between leaders and followers through communication. This book provides a point of entry into the study of leadership theory and practice and can be useful as readers interrogate what leadership means, why it matters, and the ways that one can improve his or her effectiveness as a leader—all of which involve a deeper, more nuanced, and greater appreciation for communication.
Leadership: Communication and Social Influence in Personal and Professional Contexts by Ralph Gigliotti, Brent Ruben, and Christine Goldthwaite:
- Presents key considerations for thinking through one’s understanding of and approach to leadership.
- Analyzes possible leadership situations one may encounter in groups, teams, organizations, and communities
- Provides a variety of strategies, tools, and models for applied leadership practice that are rooted in communication theory.
Acknowledgements
About the Author
PART ONE: FOUNDATIONAL LEADERSHIP THEORIES AND CONCEPTS
Chapter 1: Understanding Leadership: An Introduction to Study and Practice
Competing Perspectives On Leadership
Leadership: A Communication-Centered Approach
In Pursuit of “Positive” Social Influence
What Makes a Great Leader?
A Roadmap for this Book
Conclusion
Chapter 2: Evolving Views of Leadership: An Overview of Classical, Contemporary, and Competency Theories
Alternative Ways of Understanding the Nature of Leadership
Overview of Leadership Theories
Overview of Popular Leadership Theories
A Competency Approach to Understanding Leadership
Proposed Two-Dimensional Leadership Competency Framework
Summary and Implications
Chapter 3: Leadership Communication Theories and Strategies
What Is Communication?
Leadership-Communication Connections
Leadership Communication: Classical Linear, Interactional, and Systems Models
Useful Leadership Communication Concepts
Communication and Strategic Leadership
A General Approach to Strategic Leadership and Problem Solving
1. Analyze the situation
2. Define the audience(s)
3. Clarify goal(s)
4. Select and implement a plan of action
6. Debrief
Conclusion
Chapter 4: Formal and Informal Leadership
Formal Leadership Roles
Approaches to Decision Making and Problem Solving in Formal Leadership Positions
Informal Leadership Roles
Not Always a Clear Distinction
Functions Served By Formal And Informal Leaders
Power and Influence
Influence Tactics
Formal and Informal Leadership Opportunities Abound
Conclusion
Chapter 5: Understanding Culture in Groups, Teams, and Organizations: The Leader as Cross-Cultural Communicator and Organizational Ethnographer
Culture and Cultural Identity
Cultural Diversity in Society
Organizational Culture
The Leader as Organizational Ethnographer
Intersection of National Culture and Organizational Culture
Leadership and Intercultural Communication Competence
Conclusion
PART TWO: YOUR PERSONAL APPROACH TO LEADERSHIP
Chapter 6: Leadership in Everyday Encounters: Ethics, Values, and Integrity
Ethics, Values, and Integrity
The Practice of Ethical Leadership
Cultivating an Ethical Climate and Culture
The Impact of Ethics on Decision Making
The Ethical use of Power
Conclusion
Chapter 7: The Foundations of Personal and Professional
Leadership: Philosophy, Passion, and Goals
A Leadership Plan for Navigating Complex Terrain
Clarifying your Leadership Philosophy and Purpose
What Values and Guiding Principles Motivate you to Lead?
What is your Passion?
Leadership Goals
A Personal Strategic Plan
The use of Dashboards to Monitor Progress
Learning and Resilience
Conclusion
Chapter 8: Becoming a Better Leader: Personal Assessment and Leadership Development
Personal Leadership Development
The Path to Becoming a Better Leader
1. Clarifying Your Leadership Philosophy
2. Assessing Strengths and Areas for Improvement
3. Committing to Reflective Practice
4. Establishing a Leadership Development Action Plan
5. Following Through
Conclusion
PART THREE: APPLIED LEADERSHIP COMMUNICATION IN PERSONAL AND PROFESSIONAL SETTINGS
Chapter 9: Planning and Change: Principles and Practices
The Big Picture: Understanding the Dynamics of Change
Leading Change in Groups and Organizations
Lemons to Lemonade
Key Cross-Cutting Factors: Five-by-Five Matrix for Planned Change
Conclusion
Chapter 10: Defining and Pursuing a Vision of Excellence: A Framework for Groups, Clubs, and Organizations
A Framework for Group and Organizational Excellence
The Self-Assessment Process
Excellence Categories and Key Issues
Ways of Utilizing the Framework
Conclusion
Chapter 11: Teamwork and Conflict in Organizations: Leadership
Trends and Implications Richard Dool
Trends and Their Implications
Key Characteristics of Teams
Attributes of High-Performing Teams
Dysfunctional Team Behaviors
Leading Teams: Challenges and Opportunities
Managing Conflict in Teams, Groups, and Organizations
Approaches to Managing Conflict
Conclusion
Chapter 12: The Digital World: Leadership in an Interconnected Society
Leadership and Followership in a Digital World
Factors Contributing to the Evolution of the Leadership Role
Leadership Perspectives for a New Age
Leadership from a Distance
Leadership and Social Media
Managing your Online Identity as a Leader
Conclusion
Epilogue
References
Appendix A
Appendix B
Ralph A. Gigliotti, Ph.D. is assistant vice president for the Office of University Strategy and director of the Center for Organizational Leadership at Rutgers University where he provides executive leadership for a portfolio of aca¬demic leadership programs, strategic consultation services, and research initiatives. He also has part-time faculty appointments in the Department of Communication, PhD program in Higher Education, and Department of Family Medicine and Community Health at Robert Wood Johnson Medical School. He is author and coauthor of numerous books and articles exploring the intersection of communication, leadership, and crisis in higher education, including A Guide for Leaders in Higher Education: Core Concepts, Competencies, and Tools (Stylus, 2021), Leadership in Academic Health Centers: Core Concepts and Critical Cases (Kendall Hunt, 2021), Crisis Leadership in Higher Education: Theory and Practice (Rutgers University Press, 2019), and Leadership: Communication and Social Influence in Personal and Professional Contexts (Kendall Hunt, 2017). Gigliotti is a national examiner for the Malcolm Baldrige Performance Excellence program (National Institute of Standards and Technology, U.S. Department of Commerce). He is also actively involved in numerous boards and leadership teams, including the leadership team of the Training and Development Division for the National Communication Association and the Board of Directors for the Network for Change and Continuous Innovation (NCCI).
Brent D. Ruben (Ph.D., University of Iowa) is a distinguished professor, and executive director of the Center for Organizational Development and Leadership at Rutgers University. He is also a member of the faculties of the Rutgers Ph.D. Program in Higher Education and the Robert Wood Johnson School of Medicine. Brent’s academic interests include human communication, organizational leadership, planning, assessment, and change. He is author of numerous publications including Excellence in Higher Education Guide, What Leaders Need to Know and Do, Communication and Human Behavior (with L. Stewart), and A Guide for Leaders in Higher Education: Core Concepts, Competencies, and Tools (with R. De Lisi and R. Gigliotti). Brent was a founder of the Rutgers School of Communication and Information, and served as a department chair and graduate program director. He is Rutgers liaison to the Big Ten Academic Alliance leadership programs and he serves as an adviser to colleges and universities nationally and internationally.
Christine is the assistant director of the Center for Organizational Leadership at Rutgers University. In this role she oversees the coordination of the Rutgers Leadership Academy for mid-career faculty and staff from across the University and facilitates and consults in the areas of strategic planning, organizational assessment, workplace culture/climate, and communication design. As an organizational communication scholar, her research and consulting interests explore the intersection of organization design and communication design in relation to interdisciplinary and interprofessional collaboration.
In 2020, Christine completed her certification in Leadership Coaching for Organizational Performance, an International Coach Federation (ICF) Accredited Coach Training Program (ACTP). She is also a part-time lecturer in Rutgers School of Communication and Information where she teaches Leadership in Digital Contexts. She is a co-author of Leadership in Academic Health Centers: Core Concepts and Critical Cases (Kendall Hunt, 2021) and Leadership: Social Influence in Personal and Professional Settings (Kendall Hunt, 2017).
Christine has presented at state and international conferences including New Jersey Communication Association (NJCA), National Association of Communication (NCA), International Communication Association (ICA), Organizational Communication Mini-Conference (OCMC), and Network for Change and Continuous Innovation (NCCI). Christine was a 2012-2014 fellow in the Rutgers PreDoctoral Leadership Development Institute (PLDI). Before beginning her career in academia, Christine worked in advertising and business-to-business communications.
This book is a must-read for any leadership educator looking to bridge the gap between theory and practice for themselves or the students/staff with whom they work. The concepts are easy to digest and are supported with practical examples and anecdotes that help paint a picture for the reader. I found that I was able to reflect on my own leadership competencies and communication style while simultaneously taking note of the transferable strategies and tips suggested to develop those competencies in others. I'd highly recommend this text for personal and professional development as well as literature that can be used in a classroom, work environment, or other educational setting.
Robyn Ginese
Director of Leadership and Experiential Learning
Rutgers University
I am exceptionally pleased with this new leadership textbook because it has a great balance between theory and practice. For example, it has a succinct chapter which summarizes all of the key leadership theories, but also has chapters with provocative questions and exercises to help the student identify and develop his/her own leadership style. The book is unique in that it overlays communication across the text, highlighting communication as a key element of influence and pointing out the complexities of leadership in a digital world. I taught an MBA class on Executive Leadership with this book as the core material and it was quite useful and well-received by students.
Leon Fraser
Assistant Professor of Professional Practice and Managing Director for Executive Education
Rutgers Business School
Rutgers University
Regardless of one’s formal leadership title, academic major, or desired career path, leadership and communication are critical for success.
Leadership: Communication and Social Influence in Personal and Professional Contexts invites the reader to develop a more comprehensive understanding of leadership and the dynamics that occur between leaders and followers through communication. This book provides a point of entry into the study of leadership theory and practice and can be useful as readers interrogate what leadership means, why it matters, and the ways that one can improve his or her effectiveness as a leader—all of which involve a deeper, more nuanced, and greater appreciation for communication.
Leadership: Communication and Social Influence in Personal and Professional Contexts by Ralph Gigliotti, Brent Ruben, and Christine Goldthwaite:
- Presents key considerations for thinking through one’s understanding of and approach to leadership.
- Analyzes possible leadership situations one may encounter in groups, teams, organizations, and communities
- Provides a variety of strategies, tools, and models for applied leadership practice that are rooted in communication theory.
Acknowledgements
About the Author
PART ONE: FOUNDATIONAL LEADERSHIP THEORIES AND CONCEPTS
Chapter 1: Understanding Leadership: An Introduction to Study and Practice
Competing Perspectives On Leadership
Leadership: A Communication-Centered Approach
In Pursuit of “Positive” Social Influence
What Makes a Great Leader?
A Roadmap for this Book
Conclusion
Chapter 2: Evolving Views of Leadership: An Overview of Classical, Contemporary, and Competency Theories
Alternative Ways of Understanding the Nature of Leadership
Overview of Leadership Theories
Overview of Popular Leadership Theories
A Competency Approach to Understanding Leadership
Proposed Two-Dimensional Leadership Competency Framework
Summary and Implications
Chapter 3: Leadership Communication Theories and Strategies
What Is Communication?
Leadership-Communication Connections
Leadership Communication: Classical Linear, Interactional, and Systems Models
Useful Leadership Communication Concepts
Communication and Strategic Leadership
A General Approach to Strategic Leadership and Problem Solving
1. Analyze the situation
2. Define the audience(s)
3. Clarify goal(s)
4. Select and implement a plan of action
6. Debrief
Conclusion
Chapter 4: Formal and Informal Leadership
Formal Leadership Roles
Approaches to Decision Making and Problem Solving in Formal Leadership Positions
Informal Leadership Roles
Not Always a Clear Distinction
Functions Served By Formal And Informal Leaders
Power and Influence
Influence Tactics
Formal and Informal Leadership Opportunities Abound
Conclusion
Chapter 5: Understanding Culture in Groups, Teams, and Organizations: The Leader as Cross-Cultural Communicator and Organizational Ethnographer
Culture and Cultural Identity
Cultural Diversity in Society
Organizational Culture
The Leader as Organizational Ethnographer
Intersection of National Culture and Organizational Culture
Leadership and Intercultural Communication Competence
Conclusion
PART TWO: YOUR PERSONAL APPROACH TO LEADERSHIP
Chapter 6: Leadership in Everyday Encounters: Ethics, Values, and Integrity
Ethics, Values, and Integrity
The Practice of Ethical Leadership
Cultivating an Ethical Climate and Culture
The Impact of Ethics on Decision Making
The Ethical use of Power
Conclusion
Chapter 7: The Foundations of Personal and Professional
Leadership: Philosophy, Passion, and Goals
A Leadership Plan for Navigating Complex Terrain
Clarifying your Leadership Philosophy and Purpose
What Values and Guiding Principles Motivate you to Lead?
What is your Passion?
Leadership Goals
A Personal Strategic Plan
The use of Dashboards to Monitor Progress
Learning and Resilience
Conclusion
Chapter 8: Becoming a Better Leader: Personal Assessment and Leadership Development
Personal Leadership Development
The Path to Becoming a Better Leader
1. Clarifying Your Leadership Philosophy
2. Assessing Strengths and Areas for Improvement
3. Committing to Reflective Practice
4. Establishing a Leadership Development Action Plan
5. Following Through
Conclusion
PART THREE: APPLIED LEADERSHIP COMMUNICATION IN PERSONAL AND PROFESSIONAL SETTINGS
Chapter 9: Planning and Change: Principles and Practices
The Big Picture: Understanding the Dynamics of Change
Leading Change in Groups and Organizations
Lemons to Lemonade
Key Cross-Cutting Factors: Five-by-Five Matrix for Planned Change
Conclusion
Chapter 10: Defining and Pursuing a Vision of Excellence: A Framework for Groups, Clubs, and Organizations
A Framework for Group and Organizational Excellence
The Self-Assessment Process
Excellence Categories and Key Issues
Ways of Utilizing the Framework
Conclusion
Chapter 11: Teamwork and Conflict in Organizations: Leadership
Trends and Implications Richard Dool
Trends and Their Implications
Key Characteristics of Teams
Attributes of High-Performing Teams
Dysfunctional Team Behaviors
Leading Teams: Challenges and Opportunities
Managing Conflict in Teams, Groups, and Organizations
Approaches to Managing Conflict
Conclusion
Chapter 12: The Digital World: Leadership in an Interconnected Society
Leadership and Followership in a Digital World
Factors Contributing to the Evolution of the Leadership Role
Leadership Perspectives for a New Age
Leadership from a Distance
Leadership and Social Media
Managing your Online Identity as a Leader
Conclusion
Epilogue
References
Appendix A
Appendix B
Ralph A. Gigliotti, Ph.D. is assistant vice president for the Office of University Strategy and director of the Center for Organizational Leadership at Rutgers University where he provides executive leadership for a portfolio of aca¬demic leadership programs, strategic consultation services, and research initiatives. He also has part-time faculty appointments in the Department of Communication, PhD program in Higher Education, and Department of Family Medicine and Community Health at Robert Wood Johnson Medical School. He is author and coauthor of numerous books and articles exploring the intersection of communication, leadership, and crisis in higher education, including A Guide for Leaders in Higher Education: Core Concepts, Competencies, and Tools (Stylus, 2021), Leadership in Academic Health Centers: Core Concepts and Critical Cases (Kendall Hunt, 2021), Crisis Leadership in Higher Education: Theory and Practice (Rutgers University Press, 2019), and Leadership: Communication and Social Influence in Personal and Professional Contexts (Kendall Hunt, 2017). Gigliotti is a national examiner for the Malcolm Baldrige Performance Excellence program (National Institute of Standards and Technology, U.S. Department of Commerce). He is also actively involved in numerous boards and leadership teams, including the leadership team of the Training and Development Division for the National Communication Association and the Board of Directors for the Network for Change and Continuous Innovation (NCCI).
Brent D. Ruben (Ph.D., University of Iowa) is a distinguished professor, and executive director of the Center for Organizational Development and Leadership at Rutgers University. He is also a member of the faculties of the Rutgers Ph.D. Program in Higher Education and the Robert Wood Johnson School of Medicine. Brent’s academic interests include human communication, organizational leadership, planning, assessment, and change. He is author of numerous publications including Excellence in Higher Education Guide, What Leaders Need to Know and Do, Communication and Human Behavior (with L. Stewart), and A Guide for Leaders in Higher Education: Core Concepts, Competencies, and Tools (with R. De Lisi and R. Gigliotti). Brent was a founder of the Rutgers School of Communication and Information, and served as a department chair and graduate program director. He is Rutgers liaison to the Big Ten Academic Alliance leadership programs and he serves as an adviser to colleges and universities nationally and internationally.
Christine is the assistant director of the Center for Organizational Leadership at Rutgers University. In this role she oversees the coordination of the Rutgers Leadership Academy for mid-career faculty and staff from across the University and facilitates and consults in the areas of strategic planning, organizational assessment, workplace culture/climate, and communication design. As an organizational communication scholar, her research and consulting interests explore the intersection of organization design and communication design in relation to interdisciplinary and interprofessional collaboration.
In 2020, Christine completed her certification in Leadership Coaching for Organizational Performance, an International Coach Federation (ICF) Accredited Coach Training Program (ACTP). She is also a part-time lecturer in Rutgers School of Communication and Information where she teaches Leadership in Digital Contexts. She is a co-author of Leadership in Academic Health Centers: Core Concepts and Critical Cases (Kendall Hunt, 2021) and Leadership: Social Influence in Personal and Professional Settings (Kendall Hunt, 2017).
Christine has presented at state and international conferences including New Jersey Communication Association (NJCA), National Association of Communication (NCA), International Communication Association (ICA), Organizational Communication Mini-Conference (OCMC), and Network for Change and Continuous Innovation (NCCI). Christine was a 2012-2014 fellow in the Rutgers PreDoctoral Leadership Development Institute (PLDI). Before beginning her career in academia, Christine worked in advertising and business-to-business communications.
This book is a must-read for any leadership educator looking to bridge the gap between theory and practice for themselves or the students/staff with whom they work. The concepts are easy to digest and are supported with practical examples and anecdotes that help paint a picture for the reader. I found that I was able to reflect on my own leadership competencies and communication style while simultaneously taking note of the transferable strategies and tips suggested to develop those competencies in others. I'd highly recommend this text for personal and professional development as well as literature that can be used in a classroom, work environment, or other educational setting.
Robyn Ginese
Director of Leadership and Experiential Learning
Rutgers University
I am exceptionally pleased with this new leadership textbook because it has a great balance between theory and practice. For example, it has a succinct chapter which summarizes all of the key leadership theories, but also has chapters with provocative questions and exercises to help the student identify and develop his/her own leadership style. The book is unique in that it overlays communication across the text, highlighting communication as a key element of influence and pointing out the complexities of leadership in a digital world. I taught an MBA class on Executive Leadership with this book as the core material and it was quite useful and well-received by students.
Leon Fraser
Assistant Professor of Professional Practice and Managing Director for Executive Education
Rutgers Business School
Rutgers University