Module 1 DQs

DQ 1
Why do leaders overestimate their ability to communicate? Can you cite any examples from personal
experience or from observation?

re: Topic 1 DQ 1: "I have completed the acknowledgment statement"

According to Deborah Barrett (2006), good communication skills enable, foster,

and create the understanding and trust necessary to encourage others to follow
a leader. An early Harvard Business School study on what it takes to achieve
success and be promoted in an organization says that the individual who gets
ahead in business is the person who is able to communicate, to make sound
decisions, and to get things done with and through people (Bowman, Jones,
Peterson, Gronouski, & Mahoney, 1964). By communicating more effectively,
managers improve their ability to get things done with and through people.
This being said, some leaders may overestimate their ability to communicate
due to their position in general (hierarchy), inflated ego, or emotional
intelligence/self-awareness or even awareness of others is lacking. In my
current organization I have seen where communication attempts have failed or
faltered due to assumptions beings made. Take for instance a new hire who was
recently out of training and our (new) team manager consistently emailed lists
of reports and items to complete that day individually with no explanation. My
leader assumed that because the new hire had completed training, they would
know what to do. Unfortunately, our organization new hire trainings are
completed at a corporate level and as teams are split down the organizational
chain, everyone does things differently. I am reminded of my teaching days
where no two students learn the same. We have to adapt our ways with each
person (employee) individually.

Barrett, D. J. (2006). Leadership Communication: A Communication Approach for

Senior-Level Managers. Handbook of Business Strategy, Rice University, Houston,
Texas, 385-390.
Bowman, G.W., Jones, L.W., Peterson, R.A., Gronouski, J.A., & Mahoney, R.M. (1964).
What helps or harms promotability? Harvard Business Review. 42 (1), 6-18.

DQ 2
Information can travel across the world (or across your organization) in a matter of seconds. How does
the speed and ease of communication make for more effective communication? How does the speed
and ease of communicating pose a challenge for quality communication?

Technological advances continue to support ease, speed, and access regarding

communication. This allows for the following advantages towards effective
communication within an organization listed by Karehka Ramey (2012):
Improves organizational communication ease of access to shared
information
Helps speed up decision making
Increases participation
Influences the way people interact - a manager or leader who you have
limited interaction with in person can still communicate through other means
Provides voice to those who do not normally speak up in group settings
I work remotely for my organization so speed and ease of communication is
essential for me to be able to complete daily functions. Instant messaging, emailing,
and video calls allows me to stay connected and remain an active part of the team
even though I am thousands of miles away from the rest of the team.
Unfortunately, ease, speed, and access do not ensure that intended messages are
fully heard and properly interpreted. George Bernard Shaw once stated "the single
biggest problem in communication is the illusion it has taken place." (Quinn, 2014).
Instant connectivity, 24/7, does not necessarily equate to effective communication.
Information through means of emails, texts, instant messaging, etc. can be
misconstrued hindering the effective communication process. I have often found
myself picking up the phone to follow up on a message or email for clarification. If I
was still in the same office I would prefer doing this face to face but being remote,
sometimes a phone conversation will speed up the process as opposed to
continuous back and forth of emailing/messaging. It is easy to get caught up in the
speed of these communication systems that we do not take the time or effort that
we would with face to face communicating. On the flip side, when I was still in the
office before moving to a remote position, multitasking is a must for my position.
However, sitting in a meeting where almost every individual has an electronic
device and is checking e-mails, texting, or tweeting hinders effective
communication just the same. (Quinn, 2014).
Quinn, A. E. (2014). Effective Communication in a Time of Connectivity: An Interview
with Dr. Beverly Helms: Delta Kappa Gamma Bulletin, 80(3), 6-10.
Ramey, K. (2012). Advantages and Disadvantages of Communication Technology in
an Organization. Use of Technology. Retrieved from

http://www.useoftechnology.com/advantages-disadvantages-communicationtechnology-organization/.