help me using barrack oboma as a leader that exhibits traits from the chapter listed below and prepare a two-page analysis in a Microsoft Word document (formatted in the APA style) of those traits based on your own interactions and/or experiences with the leader. If you have not met the leader, please describe the communication characteristics that you find desirable and wish to emulate and how they correlate with concepts from the chapter/book.

1. please be sure to make a strong connection with the content from the chapter as you connect your observations.
   • analysis should examine at least three communication qualities of the leader and examples of how they are lived out in everyday, organizational living. Please see the rubric to note how you be assessed for this assignment.Select a leader that exhibits traits from the chapter and prepare a two-page analysis in a Microsoft Word document (formatted in the APA style) of those traits based on your own interactions and/or experiences with the leader. If you have not met the leader, please describe the communication characteristics that you find desirable and wish to emulate and how they correlate with concepts from the chapter/book.
   • chapter 9 There have been volumes written on the most desirable characteristics of leaders. But what are the critical characteristics: competence? honesty? intelligence? aggressiveness and boldness? ability to take charge? vigor and youthfulness? maturity and age? respectfulness and respectability? an initiative? sensitivity? tall, dark, and handsome? blonde and petite? Take your pick. Someone will agree with you.

chapter 9

We suggest that regardless of the leadership style or social style employed by your supervisor, he or she needs to have two major characteristics: versatility and consistency. In other words, for you to be able to work with her or him, he or she must be able to adapt to the needs of others while at the same time making predictable, consistent decisions regardless of the persons involved. For example, on the versatile dimension, there is a need to realize when and when not to be an expressive. On the consistency dimension, the supervisor needs to be predictable and consistent in her or his communication and decision making so employees know how to communicate with her or him. There is nothing worse than trying to communicate with a moody personone who is unpredictable or inconsistent. You might be reading this and saying, "One cannot be both versatile and consistentthat seems like an oxymoron." No, it isn't. One can be adaptable to situations and people while at the same time being firm and predictable on decisions. As employees, we also have to do the same for our managers.

(p.112)

Two of the most significant questions subordinates have are "How do I know when to communicate with my supervisor?" and "What should I communicate to my supervisor?" Often problems are created in organizations because people simply do not know when or what to communicate. Their timing is bad. Things are said that should not be. Things are not said that should be.

These problems often occur because people have taken communication for granted or have not become sensitive to the communication signals of others. For example, when a manager posts a sign on the office door that says, "Do not disturb," there always seems to be someone who ignores the sign and interrupts and then wonders what is wrong with the manager. People are constantly sending communication signals, but others either are not aware of them or simply disregard them. Hence, communication problems occur between supervisors and employees. Of course, the better one knows her or his supervisor, the better he or she will be at predicting the supervisor. This knowledge, too, comes through communication. If one can predict a supervisor's style, then one will also know when and what he or she should communicate.

Considerable interest in the notion of communicator style has been generated among researchers concerned with interpersonal communication as a result of the work of Norton and his colleagues (Norton, 1978). Each person has a basic sociocommunicative style. This style is strongly associated with one's basic temperamen

(p.113)

Two of the most significant questions subordinates have are "How do I know when to communicate with my supervisor?" and "What should I communicate to my supervisor?" Often problems are created in organizations because people simply do not know when or what to communicate. Their timing is bad. Things are said that should not be. Things are not said that should be.

These problems often occur because people have taken communication for granted or have not become sensitive to the communication signals of others. For example, when a manager posts a sign on the office door that says, "Do not disturb," there always seems to be someone who ignores the sign and interrupts and then wonders what is wrong with the manager. People are constantly sending communication signals, but others either are not aware of them or simply disregard them. Hence, communication problems occur between supervisors and employees. Of course, the better one knows her or his supervisor, the better he or she will be at predicting the supervisor. This knowledge, too, comes through communication. If one can predict a supervisor's style, then one will also know when and what he or she should communicate.

Considerable interest in the notion of communicator style has been generated among researchers concerned with interpersonal communication as a result of the work of Norton and his colleagues (Norton, 1978). Each person has a basic sociocommunicative style. This style is strongly associated with one's basic temperamen

The manager who employs this style habitually makes decisions (or receives them from above) and announces them to subordinates with the expectation that they will be carried out without challenge.

Communication

Primarily downward, unidirectional, and noninteractive. Questions generally are accepted if they are concerned with clarification of how the job is to be done. Inquiries questioning the desirability of the decision are discouraged or even forbidden. Expressed concern for employees' satisfaction is rare.

Sell

Decision Making

The manager employing this style also makes the decisions (or receives them from above), but rather than simply announcing them to subordinates, the manager tries to persuade the subordinates of the desirability of the decisions.

Communication

Primarily, but not exclusively, downward; sometimes bidirectional, and generally interactive. Questions usually are actively encouraged, and challenges often are met openly with persuasive counterarguments. Concern for employee satisfaction with decisions often is explicit.

Consult

Decision Making

The manager employing this style also makes the ultimate decisions, but not until the problem has been presented to the subordinates and their advice, information, and suggestions have been obtained. Although the problem may emanate from above the manager, the decision does not.

Communic

As we noted previously, the management communication style of an individual manager is impacted by both the MCS of the person immediately above her or him and her or his own personal preference. Although these two factors most often determine which style a manager will employ, there are numerous other reasons that a manager might select or avoid a given MCS in a particular situation. This section reviews various factors that influence the selection or avoidance of a certain style.

A number of persons we have interviewed suggest that managers select a certain style based on the time constraints under which the decision is being made. For example, if an organizational unit must make a decision about the distribution of travel funds within 48 hours, the manager may simply have to make the decision her/himself, or consult with only a few select personnel and then make the decision. Many times supervisors ask managers below them to make immediate decisions based on limited information, which leaves them no choice but to use a Tell or a Sell. One of these decisions might be the appointment of personnel to organizational committees, the appointment of people to represent the organization at meetings, or the distribution of funds. Democracy and participation take time. When decisions must be made quickly, there is no time for the communication required to make this approach work. Hence, immediate decisions rarely can involve subordinate input.

How can an employee determine which management communication style is being used? Simple. Observe the communication being employed, and you will know what MCS is being employed. Here is a test. The manager invites a select group of subordinates to give advice and suggestions, but says the ultimate decision still rests in his or her hands. What is being used? A Consult, of course. The manager announces to subordinates that there have been changes in the sick leave policy and informs the employees they will have to follow the new policy. What is being used? A Tell, of course. The manager presents arguments that support a new policy on parking assignments, demonstrates how the new policy will benefit all, and answers questions with arguments in favor of the new policy. What is being used? A Sell, of course. Next test. The manager defines the problem, sets parameters, and selects a group of employees to make the decision. What is being used? A Join, of course. Is it really this easy to identify the MCS in everyday life? Yes, it is. In each case, if you observe the communication or lack of it, you will know the MCS in operation and be prepared to decide how to react to your manager.

Much of the time in most organizations a tell MCS is being employed. With a Tell MCS in operation, communication is limited and often discouraged. Hence, if you know you are working with a Tell orientation and the decision is made and communication is limited to clarification on how the job is to be don