The topic of leadership has grown in importance, and how and when managers communicate is critical to their effectiveness. This book provides insight for managers to understand the feedback and open communication processes. It suggests guidelines for how and when managers should engage in negative feedback and open organizational-level co

Leanne E. Atwater is a professor of management at Arizona State University. She received her Ph.D in Social/Organizational Studies from Claremont Graduate School. Her research interests are 360 degree feedback, Leadership and Gender issues in management. Leanne was just made a Fellow of SIOP at their 2007 convention. David A. Waldman is a professor of management and Director of the Institute for International Business at Arizona State University. He received his Ph.D from Colorado State University in industrial/organizational psychology. His research interests focus largely on leadership, especially at strategic levels of organizations.

Preface.Introduction: What is Open Communication, and Why is It a Dilemma? Section1. The Open Communication Dilemma in One-to-One Communication 1. Performance Feedback and Its Effects 2. Feedback Provider and Recipient Characteristics 3. Manager as Feedback Recipient: Upward Communication 4. Solutions to the Open Communication Dilemma:Deciding When and How to Give Negative Feedback 5. Leadership and Non-Verbal Communication.Section2.The Open Communication Dilemma in Organizational Information Sharing 6. Creating an Environment of Open Communication 7. The Mushroom Theory of Leadership 8. Solutions to the Open Communication Dilemma:Deciding When and How to Share Organizational Information 9. Putting It All Together