DB3 three each 200 words replies to definitions

Due Thursday February 21, 2013 by 9:00 pm

To complete replies:

1.    Read the below postings of your peers and the articles which are referenced (This is why it is imperative that the articles be accessible via working URL links). Expect to spend some time each day reviewing all threads and replies, even those in which you are not involved.

2.    Write at least 200 words to 3 or more classmates’ threads. You should expect to answer questions posed within each discussion thread. Student interaction is key to success in this course.

URL Links have to be added.  Thanks.

To complete your replies:

1. Read the below postings of your peers and the articles which are referenced (This is why it is imperative that the articles be accessible via working URL links). Expect to spend some time each day reviewing all threads and replies, even those in which you are not involved.

2. Write at least 200 words to 3 or more classmates’ threads. You should expect to answer questions posed within each discussion thread. Student interaction is key to success in this course.

DB3: Transformational Leadership



In our text, McShane and Von Glinow (2013) define transformational leadership as a form of leadership where “leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision” (p. 363).



 The article, “Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership” by Adam Grant proposes that transformational leadership alone is not always enough to motivate ones followers. Rather, Grant offers that adding beneficial contact, in the form of altering the structure of subordinates’ jobs, will enhance interpersonal relations and lead, ultimately, employee motivation and output. Grant links his proposal to the idea that true transformational leadership, leads to employee empowerment, which has been proven in research to enhance organizational success. Grant’s research (2012) concludes with the idea that “the relationship between transformational leadership and follower performance is stronger under beneficiary contact” (p. 470).



 Parents teach children from an early age to treat other people’s things as if they were their own. The Bible teaches its followers, “So in everything, do to others what you would have them do to you, for this sums up the Law and the Prophets” (Matt. 7:12, NIV). The Bible even goes further and states, “For if you forgive others for their transgressions, your heavenly Father will also forgive you.  But if you do not forgive others, then your Father will not forgive your transgressions” (Matt. 6: 14-15, NASB). These fundamental and foundational premises for life point to the fact that respect leads to empowerment and empowerment leads to success.

 Transformational leaders utilize the fundamentals of respect to inspire motivation and vision within their employees. Under the transformational mode of leadership, employees are empowered to take ownership of, and responsibility for, their own piece of the company. We have great examples of transformational leadership in the life and works of Moses and Jesus. Moses took twelve separate tribes and merged them into one collective “people of God”. It was not an easy task, and the people were not always happy, nor easy to work with. However, by the end of Moses’ leadership journey, they were changed, or transformed, by the leadership they received. 

 Jesus, though a man while on this earth, could have used his heavenly authority to handle any situation that he encountered, thus avoiding a lot of the “dirty work”. However, he used his life and ministry to train and empower his followers to carry on the work long after he returned to his heavenly throne. His disciples were men from all spectrums of life, from a fisherman to a doctor, who came together and grabbed on to a compelling vision presented by a transformational leader. In the end, they were responsible for starting the church and the entire Christian movement. Do you think these leaders are demonstrative of transformational leadership? Would Christianity exist today if Jesus would have followed a different leadership method and done everything himself, without training others to carry the ministry on? What do you see as the biggest thing a transformational leader should do?



Berendt, C., Christofi, A., Kasibhatla, K., Malindretos, J., & Maruffi, B. (2012). Transformational leadership: Lessons in management for today. International Business Research, 5(10), 227-232. doi: 10.5539/ibr.v5n10p227. Retrieved from:


Grant, A. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458-476. Retrieved from:


McShane, S. & Von Glinow, M. (2013). Organizational behavior (6th Ed.). New York, NY: McGraw Hill/Irwin.

Warrick, D. (2011). The urgent need for skilled transformational leaders: Integrating transformational leadership and organization development. Journal of Leadership, Accountability & Ethics, 8(5), 11-26. Retrieved from:


Non-Verbal Communication


Definition: Organizational Behavior states that “Nonverbal communication is any part of communication that does not use words” (McShane & Von Glinow, 2010, p. 13). 


Summary: In her article “Louder Than Words,” (2009) Linda Talley does an awesome job of portraying how non-verbal communication can hinder the actual message you may be trying to send. Talley focuses on how your body language can say the opposite of what you are trying to portray in a verbal message when speaking. She goes into further detail about hand positions and how hands are the biggest distraction when in communication. It is never a good thing when the audience is distracted by your hands and cannot pay attention to what you are actually saying. Talley makes a great point when she talks about how ones goal while speaking should be to establish a relationship with the audience members and not distract them with non-verbal cues.


Discussion: There is no doubt that non-verbal communication is a key to being an effective communicator and speaker. In a management position, one must be able to communicate effectively with his or her subordinates in order to be effective. This communication does not solely consist of verbal and written communication, but non-verbal communication as well. On one hand, one could say that non-verbal simply means without the use of words. To some it may seem unimportant, but on the other hand non-verbal communication can account for ninety percent of a meaning in a message. It was concluded that nonverbal communication should not be taken lightly (Talley, 2009, p. 30).


Talley (2009) claims that in a management position, it would be common that non-verbal messages and cues will accompany your verbal or written management techniques (31). My own view is that management mainly deals with verbal communication, but it is extremely important to be aware of how your hands and eyes can alter any intended message. This does not just apply to management, but the business world in general. Talley (2009) argues that one big thing dealing with business and non-verbal communication is a handshake. A controversial issue has been whether a handshake given too firm or too soft sends off the wrong message. Talley (2009) would argue that nonverbal communication also has a lot to do with the way you carry yourself and the gestures you give off (31). I maintain that one should always make sure that you are confident and positive in your appearance to give off the right message. For example, your body language will do the talking for you and if you are a slouch and not enthusiastic, trust that it will not go unnoticed. Have you ever met someone who had very bad body language and it gave off a negative vibe? What kind of things do you think they look for in interviews in terms of nonverbal communication?           




Gillard, S., & Joharisen, J. (2004). Project management communication: a


systems approach. Journal Of Information Science, 30(1), 23-29.

Goman, C. (2008). Watch Your Language. T+D, 62(8), 94-95.


McShane, S., & Von Glinow, M.A. (2010). Organizational behavior (5th ed.). New York: McGraw-Hill.


Talley, L. (2009). Louder than Words. T+D, 63(11), 30-33.


is defined as “the presentation of facts, logical arguments, and emotional appeals to change another person’s attitudes and behavior” (McShane & Von Glinow, 2010, p. 312).
The article “What To Say, How To Be” was authored by Paul Preston. It illustrates that persuasion is merely communication with a purpose. He expounds by explaining that a common bond must be established during the course of attempting to influence others. “This bond, often called “common ground,” comes from shared experiences, understandings, cues, and meanings” (Parker, 2005). The language utilized and the method by which we communicate are integral to this bonding process. All words express meaning and feelings to a certain extent, but by differing degrees. Some words elicit a more emotional response in listeners and are invaluable in aiding the powers of persuasion. 
Persuasion is an honest, organized attempt to influence the opinion of others. Rich rewards await those that utilize well-informed and well-prepared presentations to persuade others to accept their ideas or purchase their products, services, or ideas. This is true for all occupations and professions. Persuasive messages may be transmitted in electronic, letter or spoken form. It is imperative that one possesses a thorough knowledge of a concept, product or service for their persuasion to be effective. One method to convince customers is to provide guarantees or testimonials. It is also beneficial to prepare logical and rational responses to possible inquiries that may arise.
There are numerous types of persuasive communication that we are likely to encounter at some point during our personal or professional lives. Persuasion is necessary in instances when an immediate resolution is required and all other feasible alternatives have been exhausted. A few prime examples would be submitting a claim or probing for information. It is also needed when requesting a special favor where there is little reward or incentive for the other party. Persuasion is often required to motivate employees to accept a change of procedure or to promote a sale or service. For example, my girlfriend is a nurse and frequently taps into her powers of persuasion in order to coax reluctant patients into taking their medication or accepting a particular treatment.
Persuasion is a form of communication with an emphasis on convincing. “In revealing to your audiences what you feel strongly about in a lean memorable way, you are asking for nothing less than a transformation of their thinking or behavior” (Beers, 2012). Persuasive requests may include making a claim, asking a favor, promotion of a sale or service or probing for information. For persuasion to be effective, it is essential for the communicator to become familiar with the audience and possess a comprehensive understanding of the concept, product or service in question. A proficiency in the art of persuasion will enable one to overcome resistance and gain leverage in all facets of life.
Is persuasion a common trait among leaders? If you can’t convince, are you still able to lead? Should you say what you mean and mean what you say? Do you think semantics play an important role in persuasion? If so, how? Could you provide an example?     

Beers, C. (2012). Leading by persuasion. Leadership Excellence. Retrieved from http://search.proquest.com/docview/1261434686?accountid=12085
McShane, S. & Von Glinow, M. (2010). Organizational behavior (5th Ed.). New York, NY: McGraw Hill/Irwin.
Preston, P. (2005). Persuasion: What to say, how to be. Journal of Healthcare Management. Retrieved from http://search.proquest.com/docview/206686519?accountid=12085
Zubko, N. (2008). Powers of persuasion. Industry Week. Retrieved from http://search.proquest.com/docview/219767396?ccountid=12085 

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