Article Review of Leaderships Is a Conversation

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Universiti Tunku Abdul Rahman
Faculty of Accountancy and Management
Bachelor of Accounting (Hons)
Academic Year 2012
Year 1 Semester 1
UAEL 1023 English for Business

Article Review – Leadership is a Conversation
Tutorial group: Tutorial 1
Tutor: Ms.Ting
Article Review: Leadership is a Conversation
Submission Date: 25 July 2012
Name | ID number| Course |
Melvin Choo Yeh Ming| 1002358| AT|
| | |
| | |
Leong Shu Wen| 1105091| AT|

REVIEW OF ARTICLE ENTITLED
LEADERSHIP IS A CONVERSATION
INTRODUCTION
The authors of this article are Boris Groysberg and Michael Slind. It is published in the Harvard Business Review, June 2012. Boris Groysberg is a Professor of Business Administration in the Organizational Behavior unit at the Harvard Business School. He currently teaches Managing Human Capital course in the second year elective course of the MBA program and in several Executive Education programs. Michael Slind is a writer, editor, and communication consultant of talk, inc: How Trusted Leaders Use Conversation to Power Their Organization (Harvard Business Review Press, 2012). As the phrase “Leadership is a Conversation” implies, this article focuses on how leaders should communicate with their employees. In the new business world, smart leader engage with employees in a way that is similar to an ordinary person-to-person conversation. These can be easily achievable by using the model of leadership that the authors developed called “organizational conversation”. There are four essential elements to this model; they are intimacy, interactivity, inclusion and intentionality.

SUMMARY
The author’s premise in this article is that one-way directive communication is no more effective in today’s business world and that it should be replaced by two – way conversation. They then propose a new model of leadership that they developed which they call “organizational conversation”. The benefits of using “organizational conversation” are that it allows leaders to “retain or recapture some of the qualities – operational Flexibility, high levels of employee engagement, tight strategic alignment – that enable start-ups to out-perform better established rivals.”(pg.78).The authors then go on to explain the four interrelated elements of “organizational conversation”. The first element is intimacy. In this element the authors explained that leaders need to gain the trust of their employees. They then continue to say that mental and emotional closeness is all that is needed and one what to achieve it is to “step down from their corporate perches and then step up to the challenge of communicating personally and transparently with people.”(pg.78). Then they explain the three ways to manifest intimacy, gain trust, listen well and get personal. The second element is interactivity. The authors begin by defining a conversation and by stating that in order to apply this element, leaders should communicate with employees in a more open and accepting way to promote a more “open and fluid” dialogue between the two people. They also state that interacting with employees will strengthen the intimacy between employer and employees and one way to do so is by changing the channel of communication within an organization from a one sided channel like a broadcast to a two-way channel like a blog or “TelePresence”. The third element is inclusion. Here the authors explain that a conversation is an “equal opportunity endeavor” because it allows employees to share ownership of the substance of the discussion. This gives employees the chance to put their hearts and souls into contributing their own ideas instead of just agreeing with others. They then explain the 3 new roles that committed employees can adopt once the spirit of inclusion is added into the company, which are brand ambassadors, thought leaders and story tellers. The final element is intentionality. While the first three elements concentrates on opening the flow...
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