Effective Leadership Communication: A Guide for Department Chairs and Deans for Managing Difficult Situations and People
January 2007, Jossey-Bass
This book, at its core, is about communication strategies that support effective leadership. First it shows how to establish a foundation for effective leadership communication; next, it discusses developing a fair and effective leadership communication style; and finally, it shows how to employ leadership communication to manage especially difficult people, from prima donnas to pot stirrers.
Each chapter contains a series of questions and prompts to guide readers through a hypothetical but realistic situation, and encourages them to cultivate and practice the first-person participant and third-person observer roles. By moving between these two perspectives, readers will gain more insight into their own style of managing conflict and understanding of leadership. This skill also permits academic leadership to have more strategic control over the communication in a particular situation, thus empowering them to feel and to be more in control in every situation.
PART I: ESTABLISHING A FOUNDATOIN FOR EFFECTIVE LEADERSHIP COMMUNICATION.
1. Using the Institutional Mission to Empower Performance.
2. Setting Precedents Carefully.
3. Sharing Decision-Making Criteria to Inform Requests.
4. Establishing Your Leadership Credibility.
5. Building Relationships.
PART II: DEVELOPING A FAIR AND EFFECTIVE LEADERSHIP COMMUNICATION STYLE.
6. Managing Interpersonal Conflict.
7. Managing the Search Process.
8. Managing Performance Counseling.
9. Managing Faculty Morale, Changing Duties, and Shrinking Resources.
10. Managing Up and Out.
PART III: USING LEADERSHIP COMMUNICATION TO MANAGE ESPECIALLY DIFFICULT PEOPLE.
11. Managing Personal Agendas.
12. Containing the Pot Stirrer/Troublemaker.
13. Working With the Prima Donna/Drama Queen.
14. Managing the Confrontation Junkie.
15. Engaging the Passive and Indifferent Soul.
Teddi A. Joyce is vice president for marketing, enrollment, and student services at The University of South Dakota. She previously served as associate academic dean and director of academic planning and research at Baldwin-Wallace College. With more than 16 years in various administrative capacities, her foci include using research to inform planning and decision-making processes, facilitating communication to help strengthen institutional planning, and understanding the role of public relations in the development of image. Prior to joining Baldwin-Wallace, Dr. Joyce worked in private industry. Her experiences with and insights into organizational issues in higher education provide a broad, practical understanding of today’s challenge.