EFFECT SYMBOLIC LANGUAGE LEADERS ON EMOTIONS OF EMPLOYEES

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1 I International Symposium Engineering Management And Competitiveness 2011 (EMC2011) June 24-25, 2011, Zrenjanin, Serbia EFFECT SYMBOLIC LANGUAGE LEADERS ON EMOTIONS OF EMPLOYEES dr Snezana Mihajlov* Higher School of Professional Studies Blace Nenad Mihajlov Higher School of Professional Studies Blace ABSTRACT Formulating and articulating a vision assumes one of the basic techniques of leadership in inspiring followers. However, it is not enough to simply state where the organization is located in the future or what are its global aspirations. Rhetorical skills of leader and symbolic content of his message, as opposed to just defining organizational goals and standards, exercised a strong influence over its followers. Communication of positive messages and encouragement that spreads enthusiasm and optimism in the ability to fulfill the goals of the organization, the leader actually express strong confidence in the knowledge and skills of their employees. See others as good, capable and persistent and it communicate to them encourages a strong sense of self confidence and self esteem. Pleasant emotions that employees feel not only toward the outside world, but also to contribute to greater self-motivation, self-efficacy and ultimately achieving organizational goals. Key words: leadership, transformational leadership, inspirational communication, motivation of followers, emotions. 1. INTRODUCTION The leadership has written many articles and given many definitions, but often not very clear and precise use of the term. Leadership and management of many perceived as synonyms, and so they represent. If the leadership means initiative, a major role, precedence, the concept of management could not be equated with the concept of leadership. Instead of a formal position in an organization as the characteristics of managers, the leadership is a behavior and relationships, the characteristics and strengths of personality, on the impact. In some definitions the emphasis is on leadership as a center of the group process, are highlighted in other personality traits, behavior in third, fourth relations of power, the fifth aspect of the craft, then leadership as a transformational process, and so on. However, for most by a perception that the leadership can be defined as a person's ability to influence other people so that they cooperate and contribute to efforts aimed at achieving the objectives of the organization. Northouse (Northouse, 2010) points out that the definition of leadership bit the following elements: a) leadership is a process, b) leadership is exercised influence, c) leadership occurs in the context of the group, d) assumed leadership in achieving the goal. Based on these elements can be derived the following definition: Leadership is a process in which one realizes the impact on the group to achieve a common goal. The point is, therefore, the impact of leaders on followers, with a more common sense of purpose or objective of this influence. The leader has to itself, but in interaction with the group so that it accepts and follows the group in achieving goals. The new paradigm of leadership as the concept of transformational leadership has recognized the important role that the leader accepts. An individual is considered a 57

2 transformational leader to the degree to which exerts its influence on attitudes and behavior, and development of followers as a whole, enabling them to participate in the transformation of the organization. Consequently, the final results of changes in individuals are referred to as performance indicators of transformational leadership. The aim is achieved by the general consent of the organizations goals and ways of their implementation, creating enthusiasm and optimism in the organization, as well as cooperation and trust among all, by encouraging flexibility in decision making, establishing and maintaining a meaningful identity of the organization.transformational leader who has adapted to contemporary business is focused on the organizational vision that realizes mobilization and synchronization of emotional energy associates. Practice has shown that transformational leadership style effective long term because of the prevailing emotional component that creates a strong bond between leaders and followers. The dominance of emotional skills leaders in relation to the cognitive capacity to recognize the behaviors: idealized influence over its followers, inspirational motivation, intellectual stimulation and individualized approach to members of the organization. Thanks to its first self-confidence and personal charisma, respect of business and high moral standards, as expressed responsibility for their own actions, respect for the achievements of associates, transformational leaders receive boundless trust and respect from those they lead. Become a role model to his followers in everything they do, encouraging in them a strong sense of pride in belonging to the organization.motivation and inspiration and mobilization of their own positive emotions transformational leaders encourage followers to action, activating them motivational element to work constantly achieve more than the set targets. Emotional connection, rather than co-operation based on the material forms of stimulation, the followers are much more easily directed towards the realization of organizational vision. The driving force in the form of emotions that can be transmitted through verbal or nonverbal is an important prerequisite motivation of self and others. Transformational leadership affects followers including the development of creative and intelligent thinking. Positive organizational climate influence on creativity and different thinking, and followers are able to accumulate new ideas, creating innovative and competitive solutions for the organization. Respect for individuals through an individual approach to each of them, acceptance and appreciation of their abilities and achievements, the main feature of transformational leadership. Strong communications skills, leadership, adaptability, and empathy are preconditions for understanding the behavior of their associates, which is considered inevitable for their orientation towards the achievement of organizational goals. Focusing exclusively on the skills of transformational leaders to motivate and inspire followers, the paper will be presented to the leaders of communication skills which are nice organizational climate and encourage positive feelings among followers that contribute to achieving the strategic goals of the organization. 2. INSPIRATIONAL MOTIVATION TRANSFORMATION LEADERS Inspirational motivation transformational leadership refers to the fact the communication ability of a leader in defining and articulating the strategic orientation of organizations in the future. The creator of transformational leadership approaches, Bass (Bass, 1985), inspirational motivation defined as the ability of transformational leaders to motivate and inspire followers at the same time respecting their knowledge and skills... Transformational leader spreading enthusiasm and optimism about a possible meeting the goals of the organization, demonstrates commitment to goals and shared vision, eventually involving followers in predicting the future state of stating expectations that want to meet "(Hinkin, Tracey, 1999, p.110). The definition of inspirational motivation suggests Bass attempt to summarize the three important roles of leaders. In the first place leader provides the strategic direction of the organization. Second, communication of positive messages and encouragement that spreads enthusiasm and optimism in the ability to fulfill the goals of the organization, the leader expressed strong confidence in the knowledge and skills of their employees, which affects their self-perception (sense of self- 58

3 confidence, self-evaluation) and self-efficacy (Shamir, House, Arthur, 1993). Finally the leader creates a sense of collective identity among employees. Interests, values and beliefs of employees, on the one hand and the activities, goals and ideology of the leaders of the other become congruent and complementary. The main goal of leaders is to involve employees in the prediction of a common future. All three roles within the transformational leadership inspirational motivation are concentrated around the vision and its formulation and it is a basic technology leader in inspiring his followers (Awamleh, Gardner, 1999). The concept of vision and the manner of its articulation is also a fundamental idea of visionary leadership. House and Shamir (House, Shamir, 1993) viewed transformational and visionary leadership as essentially the same models, because they emphasize the strong influence of the symbolic leader behavior on followers' emotional states and encouraging their motivation. The term "inspired" Yukl (Yukl, 1981) even explained as "the degree to which communication with the followers of the leader stimulates enthusiasm among them and expressed confidence in the ability to achieve common objectives." Inspirational motivation transformational leaders assumed, in accordance with the above, the ability of a leader to inspire and motivate followers to achieve organizational vision just communicating feelings of optimism and enthusiasm, and strong confidence in the abilities of their followers. Despite Bass (Bass, 1985) belief in the concept of inspirational motivation unidimensionality transformational leadership, the results of a number of studies confirm that the leader of communications organizational vision based on two elements, and the different effects of exercise on the behavior of followers. The analysis of statements used in the evaluation of followers inspirational motivation transformational leaders (Hinkin, Tracey, 1999), reveals the use of a number of messages ("vision", "expectations", "standard", "performance") leader said that the final goals of the organization, standards or results. The socalled concept-based communication according to which only the leader instructs followers, and said the final goals or standards to ensure the strategic orientation of organizations in the future affect only the intellect, inspiring followers second element of communication is based on the symbolic language of leadership that encourages a strong feeling among the followers. Imagebased communications leader involves actually symbolic, figurative use of words that create clear ideas, visions and images in the minds of followers (Densten, 2002). A conceptual framework for understanding communication leader in the inspiration and motivation of followers represent Conger (Conger, 1991) "language of leadership" based on different categories of communication skills of leaders. One category assumes a process of defining the purpose or goal of the organization in a significant way, while others suggest the ability of the leaders in the use of symbolic language and emotional security forces with their messages. Also, as an attempt of interpretation inspirational communication leaders serve motivational theory of language (Sullivan, 1988), which the existing theories of motivation expanded to include other motivational functions of communication leaders. According to one of them, ignored in existing theories, the motivation of followers is achieve the ability leaders to communicate their own confidence in the completeness and importance of the tasks associated with the followers (meaning-making language). 3. SYMBOLIC LANGUAGE LEADERS "The language of leadership" (Conger, 1991) includes two separate categories of communication ability of a leader in inspiring followers. The first category assumes the ability of the leaders in defining and formulating a vision for the organization. That is the message that emphasizes the meaning of the leaders of the future direction of the organization. In creating the framework for the organizational vision, values and beliefs are essential components, particularly those that reinforce commitment and provide guidance for daily action. Values are the goals that the organization wants to achieve in the future, while beliefs on the other ideas that are related to those factors that support or prevent the concrete actions to achieve desired conditions. The vision is the future strategic objective of the organization whose importance and needs of the organization to encourage the 59

4 efficient implementation of the road to success. Accordingly, the formulation of a "frame", says Conger, a leader's interpretation of the aims and objectives of the organization accompanied with the values and beliefs, it is a good chance of motivation and a convincing leader appealing to the changes and transformations in the organization. In other words, formulating a vision and set a "framework" for achieving future goals refers to the ability of the leaders in the reduction of the uncertain future of the organization. The ability of leaders in the use of symbolic language represents a different process of communication in management. By Conger, it is a "rhetorical skills" leader. While the message leaders provide a sense (meaning) of the new direction of the organization in the future, the rhetoric intensifies its motivational appeal and determine the importance of the impact of these appeals to everyday decision-making in the organization. Emphasizes the importance of symbolic words when inspiration follower in relation to the process of defining the future objectives of the organization. The author assumes that in addition to appealing to the emotions and ideals, inspiring leaders use a variety of rhetorical techniques (metaphors, analogies, organizational stories) which exercised a strong influence of the symbolic content of their messages to followers. The power of metaphors and analogies derived from their ability to promote and illustrate the experience of reality simultaneous attack on different feelings the listener. Field of communication research suggests that the use of words in a special way encourages the imagination of listeners and creates a state of permanent attention tone, concentricity and ease of interaction. The listener is not a passive recipient of information, but by interfacing their own situations and events from the stories constantly in a state of active thinking. Social psychologists rhetorical technique adapted as convincing and effective means of communicating ideas, for causing emotional connections with the speaker. Therefore, it is not surprising as metaphors, slogans, analogies and other inspiring "tools" of symbolic language, the ability to more clearly explain and encourage emotions in others, a key means of inspiring the language in the speeches of political leaders. Motivational theory of language (Motivating Language Theory, MLT; Sullivan, 1988) is based on the fundamental idea that communication is the leader directly associated with significant results of the employees, including performance, absenteeism, loyalty and job satisfaction. Theory predicts that the key results of employees under the strong positive influence of the leader's motivational state induced by using three basic linguistic groups. One kind of speech the leader reduces the uncertainty of followers in the future and increases their awareness, other means of communication leader implicitly sense of selfevaluation among the followers. Creation of certain cognitive maps based on which determine efficient behavior of followers is the essence of the third kind of verbal communication leaders. Existing theories of motivation based solely on communication leaders that decreases the uncertainty of followers in the future, expand the conscious use of symbolic language that emphasizes the role of followers as a significant representative of organizational beliefs, values and goals over time. In interaction with followers in a short informal talks, storytelling, using metaphors, the leader points to the importance of the role assigned by the followers in the organization, thus developing a mental map that govern their behavior at work. "The leader of the unconscious uses this type of communication to inspire followers, but what a leader is to consciously develop the ability to assume the role of" creator of importance, "says Sullivan. 4. INSPIRATIONAL COMMUNICATION LEADERS AND EMOTIONS OF EMPLOYEES In accordance with "the language of leadership and motivational theory of communication to other factors, inspirational motivation (image-based communication) serve to motivate followers. Symbolic language, rhetorical skills leader, or transfer messages by using stories, metaphors, analogies, appeals to the emotions of followers, for mental images and emotions are closely linked (Emrich, Brower, Feldman, Garland, 2001; Skinner, 1957). Words in communication with ease to stimulate mental images have a greater intensity of emotional meaning. Individuals without express stronger emotional responses to messages transmitted symbols. The statement says that the messages and reported the symbolic language, the leaders encourage strong emotional reactions among followers, increasing their willingness to embrace the vision. 60

5 The motivation of followers is the core leader and inspirational communication can be defined as the process of starting an activity aimed at achieving specific goals. The term motivation comes from the latin word mover, move, motus, move. Similar to the root of the word emotion is from the latin word emovere, move. Emotions run so the individual to a specific activity or they are inhibited and passive (Milivojevic, 2007). Psychologists actually believe that the pleasant (positive) sense signal to the outside world happened to something that suits the individual's values, desires, or to how he imagines that the world should look like. At pleasant feelings, adaptive behavior of individuals is one that tends to stabilize or to increase the external change that is the reason for such feeling. In general, pleasant feelings are associated with the behavior of approaching or reacquisition of a stimulus situation that caused them. Pleasant feelings are associated with quality of life, while unpleasant (negative) feelings associated with survival. Motivate followers to achieve a given strategic objective of the organization in the future would be as leader of this style of communication of vision that would immediately arouse pleasant (positive) feelings between them. Using symbolic language leader's followers an opportunity to bring ourselves into the future and understand that their potential would be in it. The optimistic forecasts of the leaders in the success of joint forces, allows followers to create a positive image of the outside world, but more importantly about them. Especially it relates to encourage feelings of self-esteem and confidence, which ultimately lead to self-efficacy and motivation to achieve organizational goals. In the psychological literature states that believe in you, be confident and self assured means to feel that feeling of what is called the confidence or self-confidence (Milivojevic, 2007). A person who believes in himself is confident that a good, capable and persistent. As confidence in the second and the confidence is a feeling directed towards the future or to the unknown. Confident a person feels that he can achieve an important goal that has set itself and because it does not waste energy in parallel with oneself, which normally is a person who doubts himself. Confident people are focused on achieving goals and therefore have more power to achieve it. It is the realization of goals that are special in that they are difficult or remote, those objectives which are close to the border of the subject's power where it makes sense assertive when it comes to the important goal. Self-confident person has a positive definition of themselves as self is seen as a good, capable and steadfast. Self-esteem individual feels when he considers that a quality that I so highly. Self-esteem is not a relationship to itself, but to only some aspects of being. Coopersmith (Coopersmith, 1967) states that under this term implies the evaluation which the individual does not reflect the attitude / acceptance of self, which indicates the degree of belief in their individual capacity, relevance, effectiveness or value. According to Maslow's theory of motivation (Maslow, 1954), needs and motivations of individuals are hierarchically organized into five levels, so you can meet the needs of the lower level, there is a need to satisfy those with a higher level. At the fourth level is the need for self-esteem, and consists of two components: the need for competence (the desire to be adequate, the desire for achievement, power, independence, freedom) and the need for prestige (desire for recognition, recognition, prestige, status, validity). These needs bring a pleasant feeling of self-esteem, values, strengths and competencies. They found that people self-confidence significantly affect their ability to achieve goals, and thus the motivation (Vesic, 2009). Confidence of employee can achieve the goal of increasing his motivation, and thus the likelihood that the target will be achieved. In contrast, research shows that one of the reasons leading to the occurrence of mental disorders among employees incurred in the workplace and reduce the motivation is associated with a sense of personal worth. Namely, it is believed that problems arise when an individual for their work, not getting enough recognition, because it diminishes his sense of personal worth (Cajringer, 2003). 61

6 5. CONCLUSION Internalized (saved) the leader's confidence is the basis for the development of what might be called "trust yourself" or self-confidence of followers. Transformational leader has the ability to motivate followers to achieve organizational vision. Encourage feelings of optimism and enthusiasm leads to survival pleasant feelings among followers, because we believe in mutual success. Inspirational motivation of the leaders in this regard can be seen only as the application of communication skills that affect the emotions of followers. This means that the communication of vision to be reduced to the use of words such as rhetorical techniques, stories, metaphors create enthusiasm and excitement among followers. It is not enough to expose where the organization is located in the future or what are its global aspirations. The concrete representation of the object is only driving force for activities directed towards its achievement. The vision must be clear and colorful, it is the future driving force has a duty to convey the importance of the potential role of followers, and that fosters a motivational process that will help them to identify with something that can be achieved. Communication of organizational vision must confirm the leader's confidence in the ability, responsibility and perseverance of its associates, from which to build confidence in them and confirm personal value. In this respect, motivate employees clearly put before the leaders of the task of successful implementation of a transformational model of behavior in which positive emotions, express enthusiasm and optimism in the mutual success occupy a dominant position. 6.REFERENCES Awamleh, R., Gardner, L. W. (1999), Perceptions of leader charisma and effectiveness: The effects of vision content, delivery, and organizational performance, Leadership Quarterly, 10(3), Bass, B. M. (1985). Leadership and Performance Beyond Expectations. Free Press, New York, NY. In Bass, M. B. (1995). Theory of transformational leadership redux, Leadership Quarterly, 6(4). Bass, M. B., Avolio, B. J. (1990). The implications of transactional and transformational leadership for individual, team and organizational development. In Woodman, R. W. And Pasmore, W. A. Research in organizational shange and development, 4, Greenwich, CT: JAI Press. Conger, A. J. (1991), Inspiring others: The language of leadership, Academy of Management Executive, 5 (1), Densten, L. I. (2002), Clarifying inspirational motivation and its relationship to extra effort, Leadership and Organization Development Journal, 23(1), Emrich, G. C., Brower, H. H., Feldman, M. J., Garland, H. (2001), Images in words: Presidental rhetoric, charisma, and greatness, Administrative Science Quarterly, 46, Hinkin, R. T., Tracey, B. J. (1999), The relevance of charisma for transformational leadership in stable organizations, Journal of Organizational Change, 12 (2), Milivojević, Z., Emotions, Psihopolis insitut, Novi Sad, Mio, S. J., Riggio, E. R., Levin, S., Reese, R. (2005), Presidential leadership and charisma: The effects of metaphor, Leadership Quarterly, 16, Northouse, P, Leadership: Theory and Practice, Sage publication, California, Shamir, B., House, R. J., Arthur, M. B. (1993). The motivational effects of charismatic leadership: A selfconcept theory. Organization Science, 4, Sullivan, J. J. (1998), Three roles of language in motivational theory, Academy of Management Review, 13 (1), Vesić, D., (2009), Specific types of human resource management, Institut za meñunarodnu politiku i privredu, Beograd. Yukl, G., Seifert, C. F. (2002), Preliminary validation research on the extended version of the influence behaviors questionnaire, paper presented at the Society for Industrial and Organizational Psychology annual conference, Toronto. In Charbonneau, D. (2004), Influence tactics and perceptions of transformational leadership, Leadership and Organization Development Journal, 25 (7),