Material Integration Assignment
Weekly Material Summary / Integration Assignment
Each module consists of textbook chapter(s), article readings, videos, and other material. The chapters
are very easy to read and the articles, primarily from Harvard Business Review, are intended to bring the
theory in the chapter to life. The videos are fun and provide significant meaning to the material.
You are required to read / view all the module material and summarize them in a concise yet thoughtful
way. This is an individual assignment and you are expected to work on this on your own. In your
report, summarize the key points of the chapters and the readings – spend about 1-2 paragraphs per
chapter / reading. Then, provide 1-2 paragraphs on how these are connected and if / how they build
upon one another – or are they providing very different messages. For example, does the HBS article
resonate with the chapter or does it provide different / additional insights? How? In a final paragraph
include your views and whether you agree or disagree with the material. In your conclusion, include
your thoughts about the results of your online self-assessment.
The purpose of submitting the weekly summary / integration is to help you engage more deeply in the
course and to help you learn more about leadership. Surface level integrations will receive lower marks
than deeper integrations. At the same time, do not quote the material, but put the material into your
own words and context. Demonstrate that you have read and internalized the material and that you are
able to apply it in your professional life.
The weekly integration should be 1.5 to 2 pages long, single spaced, 11 point font, 1” margins all around.
Keep your integration to a maximum of 2 pages. Your submission should be in the form of a
professional report with headings / subheadings checked for grammar, spelling, etc.
All weekly integrations are due by Sunday midnight of the module week. Late integrations will not be
accepted. You are required to submit 6 material summary / integrations in total (of the 8 possible).
Chapter 12 Book summary
Open communication between company leaders and employees helps an organization overcome problems and attain success. Effective communication skills contribute to inspirational leadership. Nonverbal skills are also important for leadership effectiveness. A major feature of communication by leaders is to rely on networks of contacts both in-person and electronically. Without being connected to other people it would be almost impossible for leaders to carry out their various roles. Developing networks of live interpersonal contacts remain an essential method for a leader building relationships, motivating others, and attaining collaboration. Leadership networks include the peer, operational, personal, and strategic. An important use of the social media is for the leader to build and maintain a professional network. The productive leader is more likely to focus on contacts of relevance or density rather than superficial contacts. The strength-of-ties perspective explains the difference between strong and weak ties. The relationships among the different actors in a network can be broadly classified into two major types: strong versus weak ties and direct versus indirect ties. Inspirational and powerful communication helps leaders carry out their roles. Suggestions for inspirational and powerful speaking and writing include the following: (1) be credible; (2) gear your message to your listener; (3) sell group members on the benefits of your suggestions; (4) use heavy-impact and emotion-provoking words; (5) use anecdotes to communicate meaning; (6) back up conclusions with data; (7) minimize language errors, junk words, and vocalized pauses; (8) use business jargon in appropriate doses, and (9) write crisp, clear memos, letters, and reports, including a front-loaded message. Using a power-oriented linguistic style is another way to communicate with inspiration and power. The style includes a variety of techniques, such as downplaying uncertainty, emphasizing direct rather than indirect talks, and choosing an effective communication frame. Leaders can also improve their communication skills by following the six principles of persuasion: liking, reciprocity, social proof, consistency, authority, and scarcity. Skill can also be developed in using nonverbal communication that connotes power, being in control, forcefulness, and self-confidence. Among the suggestions for nonverbal communication are to stand erect; speak at a moderate pace with a loud, clear tone; and smile frequently in a relaxed manner. A person’s external image also plays an important part in communicating messages to others. Videoconferencing, including telepresence, places heavy demands on nonverbal communication. Videoconferences represent a powerful tool for far-flung managers to make a name for themselves at corporate headquarters. The camera magnifies small nonverbal communication errors, such as scratching your head. Listening is a fundamental management and leadership skill. Two impediments for the leaders who want to listen well are (1) leaders are already overloaded, and (2) people can listen to more words per minute than others can speak. Leaders have to be careful about listening selectively. A robust communication channel for the leader/manager is to engage in face-to-face communication with direct reports by making the rounds. Such rounds are effective for dealing with morale problems. Overcoming communication barriers created by dealing with people from different cultures is another leadership and management challenge. Guidelines for overcoming cross-cultural barriers include the following: (1) be sensitive to the existence of cross-cultural communication barriers; (2) challenge your cultural assumptions; (3) show respect for all workers; (4) use straightforward language, and speak slowly and clearly; (5) look for signs of misunderstanding when your language is not the listener’s native language;(6) when appropriate, speak in the language of the people from another culture; (7) observe cross-cultural differences in etiquette; (8) do not be diverted by style, accent, grammar, or personal appearance;(9) avoid racial or ethnic identification except when it is essential to communication; (10) be sensitive to differences in nonverbal communication; and (11) be attentive to individual differences in appearance. Leaders and managers spend considerable time managing conflict, including conflict with outsiders. Resolving conflict facilitates collaboration. Five major styles of conflict management are as follows: competitive, accommodative, sharing, collaborative (win–win), and avoidant. Each style is based on a combination of satisfying one’s own concerns (assertiveness) and satisfying the concerns of others (cooperativeness). The collaborative style of conflict management includes agreeing with the criticizer and apologizing. When resolving conflict, people typically combine several of the five resolution styles to accomplish their purpose, such as dominating and accommodating. Which modes of conflict handling to use depends upon a number of variables such as the importance of the issue and the relative power between the parties. A high-level managerial skill is to help two or more group members resolve conflict between or among them. The most useful approach is to get the parties in conflict to engage in confrontation and problem solving. Conflicts can be considered situations calling for negotiating and bargaining. Specific negotiating techniques include the following: (1) listen first to investigate what the other side wants; (2) begin with a plausible demand or offer; (3) focus on interests, not positions; and (4) be sensitive to international differences in negotiating style.
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