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Summary
The topic of leadership has grown in importance, and how and when managers communicate is critical to their effectiveness. This book provides insight for managers to understand the feedback and open communication processes. It suggests guidelines for how and when managers should engage in negative feedback and open organizational-level communication with followers, including when such feedback and information should not be shared. It also adds to the existing knowledge base pertaining to open communication on the part of managers. This book will be of value to managers and practitioners involved in the practice of leadership as well as for courses on leadership, organizational behavior, human resource management and organizational communication.
Table of Contents
| List of Tables | p. ix |
| Preface | p. xi |
| What Is Open Communication, and Why Is It a Dilemma? | p. 1 |
| The Open Communication Dilemma in One-on-One Communication | |
| Performance Feedback and Its Effects | p. 13 |
| Feedback Provider and Recipient Characteristics | p. 21 |
| Manager as Feedback Recipient: Upward Communication | p. 45 |
| Solutions to the Open Communication Dilemma: Deciding When and How to Give Negative Feedback | p. 59 |
| Leadership and Nonverbal Communication | p. 71 |
| The Open Communication Dilemma in Organizational Information Sharing | |
| Creating an Environment of Open Communication | p. 83 |
| The Mushroom Theory of Leadership | p. 101 |
| Solutions to the Open Communication Dilemma: Deciding When and How to Share Organizational Information | p. 119 |
| Putting It All Together | p. 133 |
| References | p. 137 |
| Subject Index | p. 153 |
| Author Index | p. 159 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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