Effective Ways to Receive Feedback on Messages

We choose a leadership style that is appropriate to the situation and time

There is a positive relationship between communication competency and leadership performance.

The oral message-sending process includes developing rapport as the first step.

Can the compromising style lead to subpar decisions?

Is the advantage of the compromising style that conflict is resolved quickly?

360-degree feedback involves receiving performance evaluations from multiple individuals

Coaching provides motivational feedback to maintain and improve performance

Job instructional training (JIT) includes steps such as trainee preparation, task presentation, task performance, and trainer follow-up

Coaching feedback is based on a supportive relationship, specificity, and lack of judgmental criticism

Attribution theory explains how managers determine reasons for effective or ineffective performance

The performance formula considers performance as a function of ability, motivation, and resources

Mentoring involves a more-experienced manager assisting a less-experienced protégé

Conflict arises from disagreement and opposition among individuals

The initiating conflict resolution model consists of planning a BCF statement, presenting it, proposing alternative resolutions, and making an agreement for change

The BCF model describes conflict in terms of behavior, consequences, and feelings

A mediator is a neutral third party who helps resolve a conflict

Getting feedback involves staying calm, avoiding defensiveness, and being open to questions.

Descriptive feedback can be based on observed and proven facts or unproven inferences.

Feedback should be given as soon as possible, but flexibility is needed, especially when time is limited or emotions are high.

Criticism is rarely effective as it can make employees defensive and develop a negative attitude.

Coaching feedback makes employees feel like winners, unlike criticism which makes them feel like losers.

The coaching model for improving performance involves describing current and desired performance, getting a commitment to change, and follow-up.

Mentoring involves providing career advice and developing leadership skills.

Conflict arises when there is a breach in the psychological contract, the unwritten implicit expectations in a relationship.

Conflict resolution involves planning a Behavior, Consequence, and Feeling (BCF) statement, presenting it, and agreeing on the conflict.

Conflict resolution also includes asking for or giving alternative resolutions and making an agreement for change.

BCF statements should avoid making judgments, threats, or giving solutions.

Initiating conflict resolution involves persisting with a short, planned statement and waiting for a response if needed.

The contingency leadership model determines leadership style as task- or relationship-oriented.

The leadership continuum model selects one of seven styles based on boss-centered versus subordinate-centered leadership.

The path-goal leadership model selects the leadership style: directive, supportive, participative, or achievement-oriented, based on leader-member relationship, task structure, and position power.

Critics say research supports the path-goal leadership model more in lab studies than in field studies.

Conflict management styles include avoiding, accommodating, forcing, negotiating, and collaborating.

Advantages of avoiding conflict style include maintaining relationships, but the disadvantage is no resolution.

The accommodating conflict style involves passively giving in to the other party.

Appropriate use of the forcing style includes trivial conflicts, low stakes, and when confrontation would damage relationships or time is short.

The collaborating conflict style seeks joint resolution with the best solution for all parties.