Mod 1 DQ 1
Why do leaders overestimate their ability to communicate? Can you cite any examples from personal experience or from observation?
Leaders tend to believe that they are good communicators based the position of authority they have obtained in the organization. Since many leaders have been promoted based on their technical ability, they often assume that must also possess the ability to communicate (Matha & Boehm, 2008). After all, to be selected for a leadership position an individual has to have certain skills and a proven track record, so therefore in the mind of the leader, the perception that they are a good communicator is reinforced. While in a position of authority, leaders often give presentations and speak to employees on a daily basis. During these engagements, the employees appear to pay attention, nodding their heads in agreement, so in the leaders mind, they must be communicating well (Matha & Boehm, 2008).
Unfortunately, holding a leadership position does not guarantee that the leader is a good communicator, otherwise organizations would be much more successful and every employee would be fully engaged. As a consultant, I have worked with many organizations where leaders have felt they were good communicators; however in completing a 360 leadership assessment, they often receive feedback that indicates the contrary. I find myself sitting across from the leader, watching them scratch their head in disbelief. Their direct reports write comments that show that while the leader does provide information, they don’t provide the opportunity for a two-way conversation or engagement. The leader basically “dumps” information and then runs, not allowing time for the employees to provide feedback or discuss topics of interest. Communication has become one-way and in general non-effective. The leader then has to learn how to adequately engage team members, focusing on effective communication behaviors and active listening skills.
Matha, B., & Boehm, M. (2008).
Leaders tend to believe that they are good communicators based the position of authority they have obtained in the organization. Since many leaders have been promoted based on their technical ability, they often assume that must also possess the ability to communicate (Matha & Boehm, 2008). After all, to be selected for a leadership position an individual has to have certain skills and a proven track record, so therefore in the mind of the leader, the perception that they are a good communicator is reinforced. While in a position of authority, leaders often give presentations and speak to employees on a daily basis. During these engagements, the employees appear to pay attention, nodding their heads in agreement, so in the leaders mind, they must be communicating well (Matha & Boehm, 2008).
Unfortunately, holding a leadership position does not guarantee that the leader is a good communicator, otherwise organizations would be much more successful and every employee would be fully engaged. As a consultant, I have worked with many organizations where leaders have felt they were good communicators; however in completing a 360 leadership assessment, they often receive feedback that indicates the contrary. I find myself sitting across from the leader, watching them scratch their head in disbelief. Their direct reports write comments that show that while the leader does provide information, they don’t provide the opportunity for a two-way conversation or engagement. The leader basically “dumps” information and then runs, not allowing time for the employees to provide feedback or discuss topics of interest. Communication has become one-way and in general non-effective. The leader then has to learn how to adequately engage team members, focusing on effective communication behaviors and active listening skills.
Matha, B., & Boehm, M. (2008).