Leadership Communication in the Beans 'N Cream Coffeehouse Environment

This report examines the leadership communication strategies employed at the Beans 'N Cream Coffeehouse. It begins with an introduction that discusses the coffee shop experience and the modes of communication used by leaders to influence customers. The report outlines the challenges faced by leaders and recommends various strategies for effective leadership communication, including active listening, open-mindedness, empathy, and positive communication. It explores team management, conflict resolution, and employee relations as crucial aspects of leadership. An analysis evaluates different leadership communication styles and skills needed for effective management, considering the cost of the coffee shop and customer handling. The recommendations suggest effective communication tools, the application of digital technology, equal treatment of employees, and the use of suitable leadership styles. The conclusion emphasizes how leadership communication fosters a flexible atmosphere, attracts consumers, and highlights the importance of training and development. The report is supported by several academic references.

 
Leadership communication
in Beans 'N Cream
Coffeehouse
Student id:

Introduction
 Discuss the coffee shop and visit experience
 Demonstrates the modes of communication of
leader to influence the customers
 Presents the leader challenges
 Recommended different strategies related to the
leadership communication
 Discuss the conclusion

Modes of communication of leader to influence the customers
 Listen actively
 Avoid negative questions
 Have an open mind
 Replace ego with empathy (Ruben, & Gigliotti,
2016).
 Speak to groups as individuals:
 Use positive instead of negative statements
(Boies, Fiset, & Gill, 2015).

Changes of leader
 Team management’
 Effective communication
 Eliminate conflict
 Make relation with the employees (Schneider,
Maier, Lovrekovic, & Retzbach, 2015).

Analysis
 Evaluate different leadership communication
 Examine the skills needed for a leader to simply
manage the activity
 Cost of the coffee shop
 Customer handling tool of organization (Frich, et
al., 2015).

Recommendation
 Effective communication tool (Amanchukwu,
Stanley, & Ololube, 2015).
 Improving the application of the digital
technology
 Equal treated to each employee (Gilstrap, White,
& Spradlin, 2015).
 Use of suitable leadership style (Charlier, et al.,
2016).

Conclusion
 Concluded the leadership communication leads to
make flexible atmosphere
 Use of effective modes are using tor attract
consumers
 Conducting training and development method for
improving the business acts

Refrences
 Ruben, B. D., & Gigliotti, R. A. (2016). Leadership as social influence: An expanded view of
leadership communication theory and practice. Journal of Leadership & Organizational
Studies, 23(4), 467-479.
 Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the
relationship between leadership and team performance and creativity. The Leadership
Quarterly, 26(6), 1080-1094.
 Schneider, F. M., Maier, M., Lovrekovic, S., & Retzbach, A. (2015). The perceived leadership
communication questionnaire (PLCQ): Development and validation. The Journal of
psychology, 149(2), 175-192.
 Frich, J. C., Brewster, A. L., Cherlin, E. J., & Bradley, E. H. (2015). Leadership development
programs for physicians: a systematic review. Journal of general internal medicine, 30(5),
656-674.
 Charlier, S. D., Stewart, G. L., Greco, L. M., & Reeves, C. J. (2016). Emergent leadership in
virtual teams: A multilevel investigation of individual communication and team dispersion
antecedents. The Leadership Quarterly, 27(5), 745-764.
 Gilstrap, C., White, Z. M., & Spradlin, A. (2015). Authentic leadership communication:
Nonprofit leaders and the constituted self. The Journal of Nonprofit Education and
Leadership, 5(2).
 Amanchukwu, R. N., Stanley, G. J., & Ololube, N. P. (2015). A review of leadership theories,
principles and styles and their relevance to educational management. Management, 5(1), 6-
14.