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"Leadership is a Conversation" Summary

Erin N. BosmanUniversity of Wisconsin- Eau Claire

"Leadership is a Conversation" SummaryThe article Leadership is a conversation published in Harvard Business Review, discusses the increasing importance of conversation with new technology and a new generation of consumers. In order, to keep up with these changes and advances in organizations, it is necessary for leaders to focus on how they are managing within their organization and how they are presenting new information to their employees. Successful leaders today are being more effective in communicating with their employees when having face-to-face conversations and implementing a conversational sensibility (Groysberg & Slind, 2012). Boris Groysberg and Michael Slind identify four elements that are essential to implementing conversation into an organization: intimacy, interactivity, inclusion, and intentionality. Leaders should minimize the distances that separate them from their employees and earn their employees trust through conversation to achieve intimacy. This could be an emotional proximity rather than physical proximity. To accomplish interactivity, leaders must promote dialogue through talking and connecting with their employees to create an open minded, welcoming environment. Inclusion can occur when personal conversation is used to enable all employees to become a part of the conversation and to enable all employees to share their own opinions and contributions. Finally, intentionality is achieved when a personal conversation has an agenda or set goal. Employees are given the opportunity to contribute, to think openly, and to feel more comfortable and close with their leader but are also given some idea of what their focus should be (Groysberg & Slind, 2012).This article relates to our class, Introduction to Organizational Communication, because the focus of organizational communication is examination of communication within organizations. This article focuses on examining and enhancing communication between leaders and their employees in an organization through more personalized conversations. For example, my mom is the leader of a team for her career in risk management and she has conversations with her employees and connects to them emotionally by asking about their family and giving her team gifts or rewards occasionally. She also sends them jokes and shares stories about our family that relate to whatever their current focus is. Also, in the context of UW- Eau Claire being an organization, I've had professors add emotional or personable ties to the subject content to help students reach their goals more effectively. I have also experienced this as an on campus employee, having daily face-to-face conversations with my supervisors. All of these examples connect back to organizational communication and the types of conversation that this article is supporting.

ReferencesGroysberg, B., & Slind, M. (2012). Leadership Is a Conversation. Retrieved January 27, 2016, from https://hbr.org/2012/06/leadership-is-a-conversation


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