Accidental leaders

, 126

ACE. See American Council on Education (ACE)

Action

, 98

motivating

, 102

Activation

, 13–14, 71–75, 92–93, 119–120, 121, 124

anticipated use

, 87

capability

, 87

credibility, perceived motivation, intent

, 87–88

definition of

, 57

factors of

, 85–88

failures of

, 93–96

functionality of

, 76–79

message repetition, consistency, and competition

, 88

needs, attitudes, beliefs, and values

, 86

obstructions of

, 93–96

role in change process

, 98–100

setbacks of

, 93–96

source attractiveness and similarity

, 87

source status, power, or authority

, 88

AERA. See American Educational Research Association (AERA)

Agents of social influence and aspiring leaders, relationship between

, 125–128

American Council on Education (ACE)

, 9

American Educational Research Association (AERA)

, 9

American Psychological Association (APA)

, 9

Analytic competencies

of followership

, 144–145

of leadership

, 130, 132, 133, 136

Anticipated use

, 87

APA. See American Psychological Association (APA)

Aristotle

, 36–37, 40–41

view of communication

, 37–38, 50–51

Aspiring leaders

and agents of social influence, relationship between

, 125–128

and potentially engaged followers, relationship between

, 124–125

Attention

, 97

capturing

, 101

Attitudes

, 86

Authentic leadership

, 29–30, 122–123

Authority

, 88

Beliefs

, 86

Blake and Mouton’s Leadership Grid

, 24

Caesar, Julius

, 38–39

Capability

, 87

CCO. See Communication as constitutive of organization (CCO)

Centers for Disease Control and Prevention

, 82–83

Channel

, 41

Choice to follow

, 157–158

Classical approaches to leadership

, 21

Communication

, 1, 3–12

approaches to leadership

, 22

digital media and Information Age

, 47–48

effective

, 35–36

goals of

, 110

iceberg

, 58

interactional and systems perspectives of

, 46–47

interdisciplinary theories

, 39–40

invisibility of. See Invisibility of leadership communication

journalism

, 38–39

Katz and Lazarsfeld’s model

, 43–44

Lasswell’s view of communication

, 40–41

leadership

, 1, 3–12, 14–15

linear

, 49–50

orientation

, 55–56

rhetoric and speech

, 36–38

Shannon and Weaver’s model

, 41–43

theory, evolution of

, 49–53

visibility of. See Visibility of leadership communication

Westley and Maclean’s model

, 44–46

See also individual entries

Communication as constitutive of organization (CCO)

, 52

Communication competencies

of followership

, 146–147

of leadership

, 130, 132, 133, 137–138

Competency approaches to leadership

, 21–22

Competition

, 88

Consistency

, 88

Contemporary approaches to leadership

, 21

Contingency theory

, 25–26

Credibility

, 87–88

Cultivation

, 13–14, 79–81, 92–93, 119–120, 121, 124, 134–135

anticipated use

, 87

capability

, 87

credibility, perceived motivation, intent

, 87–88

definition of

, 57

factors of

, 85–88

failures of

, 93–96

functionality of

, 81–85

message repetition, consistency, and competition

, 88

needs, attitudes, beliefs, and values

, 86

obstructions of

, 93–96

role in change process

, 98–100

setbacks of

, 93–96

source attractiveness and similarity

, 87

source status, power, or authority

, 88

Culture

, 67–68

role of

, 112–113

Decision to lead

, 155–156

Diffusion theory

, 44

Digital media

, 47–48

Disciplinary competencies of leadership

, 130

Dual identity of leadership

, 10–11

Educational attainment, intellectual capabilities and

, 15

Effective communication

, 35–36

Effective leadership

, 16–17

characteristics of

, 18–19

definition of

, 18–20

Engagement

, 97–98

fostering

, 101–102

Ethics

, 70, 147–150

Evidence-based leadership

, 157

Federal Cigarette Labeling and Advertising Act of 1965

, 82–83

Followership

, 68–69, 88

definition of

, 57

efficacy

, 140–147

and leadership, distinction between

, 15–16

Followership competencies

, 140–147

analytic competencies

, 144–145

communication competencies

, 146–147

organizational competencies

, 147

personal competencies

, 145–146

positional competencies

, 144

Homer

, 35–36

Honesty

, 122

Hooks, Benjamin

, 15–16

Humility

, 122

Iliad

, 35–36

Inevitability

, 70–71

Information Age

, 47–48

Integration

, 98

Integrity

, 122

Intellectual capabilities, and educational attainment

, 15

Intent

, 87–88

Interacting contexts and levels

, 68

Interactional perspectives of communication

, 46–47

Interdisciplinary theories

, 39–40

International Leadership Association

, 9, 123–124

Invisibility of leadership communication

, 64–71

culture

, 67–68

ethics

, 70

inevitability

, 70–71

interacting contexts and levels

, 68

learning

, 65–66

meaning

, 65

negotiation

, 66–67

self-reference

, 68–69

self-reflexivity

, 69

subjectivity

, 66

Journalism

, 38–39

Katz and Lazarsfeld’s model of communication

, 43–44

Language and framing

, 108–116

culture, role of

, 112–113

integrated approach

, 114–115

progress and outcomes, monitoring

, 113–114

stages of planned change, leadership communication strategies for

, 109–112

Lasswell’s view of communication

, 40–41

Leader–member exchange theory

, 27

Leadership

, 1, 3–12

art perspective of

, 17–18

Author’s view of

, 20

capabilities

, 14, 31–32

definition of

, 18–19, 57, 127

dichotomous perspectives of

, 14–18

dual identity of

, 10–11

efficacy

, 128–140

and followership, distinction between

, 15–16

longer-term

, 6–7

and management, distinction between

, 16–17

orientation

, 55–56

popularity of

, 8–11

scientific perspective of

, 17–18

S->M->C->R =  E view of

, 5–6

See also individual entries

Leadership behavior

recommended practices for

, 121–125

theories and

, 121–125

Leadership communication

, 4–5, 14–15, 47, 50–51, 52, 104–108, 127

visibility and invisibility of

, 58–71

Leadership competencies

, 128–140

analytic competencies

, 130, 132, 133, 136

communication competencies

, 130, 132, 133, 137–138

definition of

, 129

disciplinary competencies

, 130

organizational competencies

, 130, 132, 133, 138

personal competencies

, 130, 131, 132, 136–137

positional competencies

, 130–131, 132, 135–136

Leadership/followership educators

, 150–152

Learning

, 65–66

Linear communication

, 49–50

Loyalty, in toxic leadership behaviors

, 118–121

Management and leadership, distinction between

, 16–17

Meaning

, 65

Message repetition

, 88

Multiple approaches to leadership

, 21–33

authentic leadership

, 29–30

contingency theory

, 25–26

leader–member exchange theory

, 27

path–goal theory

, 26–27

servant leadership

, 28–29

situational approach

, 25

skills approach

, 23–24

style approach

, 24–25

team leadership

, 30–31

trait approach

, 23

transformational leadership

, 27–28

National Communication Association (NCA)

, 9

NCA. See National Communication Association (NCA)

NCCI. See Network for Change and Continuous Innovation in Higher Education (NCCI)

Needs

, 86

Negotiation

, 66–67

Network for Change and Continuous Innovation in Higher Education (NCCI)

, 9

Ohio State University

, 24

Opinion leaders

, 51, 126

Orator-to-listener view of communication

, 50–51

Organizational competencies

of followership

, 147

of leadership

, 130, 132, 133, 138

Paradigm

, 49–50

Participation

, 14–15

Path–goal theory

, 26–27

People

, 61

Perceived motivation

, 87–88

Personal competencies

of followership

, 145–146

of leadership

, 130, 131, 132, 136–137

Personal Influence (Katz and Lazarsfeld)

, 43–44

Planned change

activation and cultivation, role of

, 98–100

dynamics of

, 96–100

stages of, leadership communication strategies for

, 109–112

successful, facilitating

, 100–104

Plato

, 36–37

Political Tribes: Group Instinct and the Fate of Nations

, 67

Positional competencies

of followership

, 144

of leadership

, 130–131, 132, 135–136

Potentially engaged followers and aspiring leaders, relationship between

, 124–125

Power

, 88

Precepts, The

, 35–36

Prince, The (Machiavelli)

, 93–94

Public characters

, 126

Resolve

, 98

developing

, 102

Resonance

, 13–14, 56, 71–75, 79–81, 92–93, 119–121, 124, 147–148

anticipated use

, 87

capability

, 87

credibility, perceived motivation, intent

, 87–88

definition of

, 57

factors of

, 85–88

failures of

, 93–96

functionality of

, 76–79

message repetition, consistency, and competition

, 88

needs, attitudes, beliefs, and values

, 86

obstructions of

, 93–96

setbacks of

, 93–96

source attractiveness and similarity

, 87

source status, power, or authority

, 88

Responsibility

, 147–150

Rhetoric

, 36–38

Self-reference

, 68–69

Self-reflexivity

, 69

Sensemaking

, 52

Servant leadership

, 28–29, 122–123

Shannon and Weaver’s model of communication

, 41–43

Similarity

, 87

Situational approach to leadership

, 25

Skills approach to leadership

, 23–24

S→M→C→R = E conception of communication

, 5–6, 71–72

S→M→R = E paradigm

, 49–50, 53–54

Social influence

, 3, 4, 7, 14–15, 36–37, 71–75, 79–81, 120–121, 150–151

agents and aspiring leaders, relationship between

, 125–128

definition of

, 20

Source attractiveness

, 87

Source status

, 88

Speech

, 36–38

Spellings, Margaret

, 96–97

Spellings Commission on Higher Education

, 96–97

Style approach to leadership

, 24–25

Subjectivity

, 66

Successful planned change, facilitating

, 100–104

action, motivating

, 102

attention, capturing

, 101

engagement, fostering

, 101–102

integration, promoting

, 103–104

resolve, developing

, 102

Symbols

, 61–63

Systems perspectives of communication

, 46–47

Team leadership

, 30–31

Technology

, 63–64

Thought leaders

, 126

Toxic leadership behaviors, loyalty in

, 118–121

Trait approach to leadership

, 23

Trait theories

, 122

Transformational leadership

, 27–28, 107, 122–123

Underground leaders

, 126, 127

University of Michigan

, 24

University Professional and Continuing Education Association (UPCEA)

, 9

UPCEA. See University Professional and Continuing Education Association (UPCEA)

Value-based leadership

, 157

Values

, 86

Visibility of leadership communication

, 61–64

people

, 61

symbols

, 61–63

technology

, 63–64

Westley and Maclean’s model of communication

, 44–46

Zone of resonance. See Resonance