COMMUNICATE EFFECTIVELY AS A LEADER

REFERENCE

• FM 22-100 ARMY LEADERSHIP
• 158-F-0010 WRITE IN THE ARMY STYLE
• 158-G-0020 CONDUCT A MILITARY

BRIEFING

• 158-D-1140 COMMUNICATE

EFFECTIVELY IN A GIVEN

SITUATION

​

PURPOSE

It is important as an military leader to

keep soldiers informed and ensure that

they understand what they are to do,

under what conditions, and how.

Your communication skills are critical

to your success as a leader and the

welfare of your soldiers.

​

OUTLINE

1. Analysis of robbery exercise
2. Johari window research
3. Analysis of soldier in Johari Window Research
4. Determine how leadership style affects communication

PRACTICAL EXERCISE

1. Why did the group members have

different responses to the exercise

statements? What caused these

differences?

2. Many people don’t perform very

well on this exercise. Why?

QUESTIONS?

QUESTIONS?

1. In your own words, how does incomplete information interfere with the communication process?

Some of the information is filled

in by the receiver based on his/her

personal experience.

QUESTIONS?

1. How can you, as a leader, ensure that your communication efforts

are complete?

Make sure that you include all of

the needed information.

QUESTIONS?

1. What was the most important point covered in this material we just covered?

Responses will vary.

JOHARI WINDOW RESEARCH

JOHARI WINDOW RESEARCH

Interpersonal communications is the term often used to describe how communication flows. When we

communicate, the communication takes place on a person-to person level regardless of whether the setting is individual or group. How well the leader communicates his/her message depends to a large

degree on how well he/she relates to two important components of the communication process-the sender and the receiver.

INTREPERSONAL COMMUNICATIONS MODEL

ARENA

FACADE

BLIND

SPOT

UNKNOWN

KNOWN UNKNOWN

BY SELF BY SELF

KNOWN

​

​

​

​

UN

KNOWN

KNOWN

BY

OTHERS

UNKNOWN

BY

OTHERS

KNOWN UNKNOWN

ARENA

The area is most effective for

communications. When communicating

in this pane, the source and the receivers

know all of the information that they need

to effectively communicate. This is the

region of shared information. For

communication to occur in this region, all

participants must share the same feelings,

data, assumptions, and skills.

ARENA (continue)

When we are communicating in the arena

quadrant of the window, we are referring

to behavior, feelings, and motivation

known to self and to others. This pane

represents willingness to question and

be questioned.

QUESTIONS?

QUESTIONS

1. I am functioning in the arena pane.

If I am the leader of this group and

you are subordinates, what are some

examples of knowledge that we

might share?

Course materials, rank, etc.

QUESTIONS

How do you expect a leader who has a

large arena to react with his/her

subordinates?

The individual tends to be open to

others. There is an openness in both

feedback and exposure. As a

consequence there is less tendency for

others to fill in the missing information.

BLIND SPOT

Contains information that we do not

know about ourselves. However, the

group does know this information.

this occurs when we communicate

all kinds of information to the group

of which we were not aware. This

information may be in the form of

verbal cues, mannerism or the way

we say things.

QUESTIONS?

QUESTIONS

What does this pane tell you to expect

from the leader who has a large blind

spot?

or

​

How would you expect the leader with

a large blind spot to react with his/her

subordinates?

​

ANSWER

You are at a disadvantage when you

interact through a large blind spot.

through the way that you talk, your

mannerism, or the style through which

you interact with others, you provide

your subordinates information about

yourself that you may not know about

yourself.

ANSWER (continue)

Additionally, there is a tendency for you

to lash out or criticize others believing

that your behavior is open and above

board. This makes you appear to be

insensitive. Because of the way you come

across, others are hesitant to give you

feedback.

LARGE FACADE

QUESTIONS?

How would a leader who operates

through a large facade interact with

subordinates?

​

Then describe how subordinates would

react in each situation

ANSWERS

Interaction with subordinates: solicits

feedback, but does not participate in

exposure. Tends not to commit self

until knows how others stand. Tends to

resort to superficial conversation. Does

not open up to subordinates.

Reaction of subordinates: Subordinates

tend to distrust the leader because they

know that he/she is holding back own ideas

LARGE UNKNOWN

QUESTIONS?

How would a leader who operates

through a large unknown interact with

subordinates?

​

Then describe how subordinates would react in each situation.

ANSWERS

Interaction with subordinates: The leader tends to be the observer. Tends

to provide little information. Tends

to be not interested in subordinates.

May exhibit hostility and anxiety.

Reaction of subordinates: Subordinates

do not communicate with leader to lose

creativity. They do not know where

they stand with the leader.

QUESTIONS?

WINDOW REPRESENTING ME IN THIS CLASS

WINDOW REPRESENTING PLATOON SITUATION

QUESTIONS?

SUMMARY

1. Analysis of robbery exercise
2. Johari window research
3. Analysis of soldier in Johari Window Research
4. Determine how leadership style affects communication

QUESTIONS?

CONCLUSION

It is important as an military leader to

keep soldiers informed and ensure that

they understand what they are to do,

under what conditions, and how.

Your communication skills are critical

to your success as a leader and the

welfare of your soldiers.

​