According to Robbins and Judge (2020), the communication process includes the following factors:
A message designed by the sender
A process in which the message is sent to a receiver
A process in which the receiver gets and decodes the message, giving it context and meaning
Robbins and Judge (2020) state that the sender begins a message by encoding a thought and sending it through a channel. A channel is the way through which the message travels. The receiver gets and interprets the message but must contend with noise or distractions that can interfere with accurately interpreting the message’s meaning. Examples of noise include physical noise, distraction from other tasks, the mind being occupied with other things, and even previous life experience and upbringing. Could women and men attempt to communicate the same message but have it be delivered so that the receiver misperceives it? Would this communication be impacted if the receiver was a woman or a man? Studies validate differences in how women and men communicate and how they receive and interpret similar messages. See the resources in this module for more information on these studies.
In general terms, men use communication to:
Maintain competition
Convey rationality
Convey aggressiveness
Convey independence
Conversely, women use communication to:
Build relationships
Promote cooperation
Build community
Nurture
Include others
Serve others
Characteristics of the typical woman’s communication style include fluidity, openness, sensuality, and emotion. Women’s communication styles originate in how women were raised and socialized. In essence, the typical woman’s communication style is the antithesis of the typical man’s style. This difference in communication style has its origins in the overarching way that women and men view the world. In the typical man’s view, the world is a hierarchical, power-driven, competitive place where action and doing are valued. However, in the typical woman’s view, the world is a series of circles, networks, and communities in which reflection and connection are valued. Considering the vast differences between these views, an observer may wonder how women and men can communicate effectively in the workplace.
What do you think are the main differences in communication styles between women and men in leadership? How have these differences affected your organization’s ability to meet strategic initiatives to deliver on its mission?
Sample Answer
The main differences in communication styles between women and men in leadership largely stem from contrasting fundamental goals—status and competition for men versus connection and rapport for women—leading to distinct approaches in tone, language, and non-verbal cues. These differences can significantly impact an organization's ability to execute strategic initiatives.
Main Differences in Communication Styles in Leadership
Based on the provided models (Robbins & Judge, 2020) and general studies on gendered communication, here are the primary differences in leadership communication styles:
Men's Leadership Communication Style (Status and Competition Focus)
Men's communication in a leadership context tends to be:
Hierarchical and Direct:
Goal: To convey competence, independence, and authority.
Tactics: Use of direct orders, declarative statements, and minimal use of softening phrases ("I think," "maybe"). They often focus on the rationality and aggressiveness (in the assertive sense) of the proposal.
Listening: Often interrupt to challenge or offer solutions, viewing conversation as a negotiation of status.
Impersonal:
Focus: Task-oriented; focusing on the quantifiable, observable problem, aligning with the value of action and doing.
Language: Tends to be less fluid and less emotional, often minimizing personal details or emotional reasoning in decision-making.
Women's Leadership Communication Style (Connection and Rapport Focus)
Women's communication in a leadership context tends to be:
Egalitarian and Indirect:
Goal: To build relationships, promote cooperation, and include others in the decision-making process.
Tactics: Use of "we" and "us" (plural pronouns) to build rapport and consensus. They often use questions to invite input ("What do you think about X?"), softening language to buffer criticism, and aligning with the value of reflection and connection.
Listening: Use verbal backchannels ("mm-hmm," "I see") to show engagement and encourage the speaker.
Personal and Contextual:
Focus: Nurturing the team and establishing the context of a decision within the broader network/community of the organization.
Language: Often includes more descriptive, emotional, or detailed context (fluidity and openness) to ensure all facets of the issue are considered.
Impact on Strategic Initiatives and Mission Delivery
In an organizational setting, these differing styles act as "noise" in the communication process, leading to potential misperceptions and affecting the delivery of strategic initiatives.
1. Misperception of Authority and Competence
The Problem: A female leader using consensus-building language ("I think we should consider...") may be decoded by a male receiver (or a traditionally socialized receiver) as lacking confidence or being indecisive. Conversely, a male leader using highly aggressive and competitive language may be decoded by a female receiver as uncollaborative or hostile.
Impact on Strategy: This misinterpretation of intent (the "noise" being gendered expectations) can slow down strategic execution. If a male receiver perceives the female leader's request as tentative, he may deprioritize it. If the team perceives the male leader as demanding without consultation, they may resist or lack buy-in for the initiative, leading to implementation failure.