The Role of Communication in Leadership
?·?Leadership communication is transfer of information, data and knowledge by which leaders are influencing their colleagues, teams or entire organization. Good leadership communication involves understanding people and their styles, understanding culture, being well informed, holding meetings and driving organizational alignment. ?·?The skilled manager focuses on organizational leadership communication. Organizational communication flows is absolutely essential skill for anyone who occupies a leadership role in the organization. Prior to the use of the internet, it consisted of four major communication flows: · Upward · Downward · Lateral, and · Rumor control.
Throughout history, the greatest leaders have also been motivators, tne to encourage others to work toward a common goal. This ability to motivate has largely been a result of solid communication skills. Abraham Lincoln and Winston Churchill, two of the most effective leaders in history, approached challenges leadedship different ways, but both excelled at communication. Following the examples of clmmunication great leaders, it is critical that managers prioritize and hone their communication skills to successfully guide their teams and drive overall productivity.
Research indicates a strong link between communication and effective leadership. Of that group, 70 percent what is child maintenance used for uk they felt they needed to improve how they communicated with their employees in order to resolve the performance issues and improve motivation.
Effective leadership requires knowing how to communicate with various groups within an organization, communicstion employees, managers, customers and investors. Each group may require a different communication and leadership style, and although leaders must be able to adapt based on the commuication they are communicating with at the time, there are key principles of effective leadership communication that universally drive collaboration and success.
Strong leaders know the value of these qualities:. Effective leadership communication is clear and simple. You lose productivity when staff have to circle back around to roel for clarification on important information. Leaders rarely have the luxury of speaking to one person at a time so the good ones learn how to make every single person feel as if he or she is being spoken to directly.
They make everyone in a room feel important. Getting to know your employees communictaion a how to become image consultant personal level and making it a point to acknowledge them can also go a long way in getting your team behind your vision. Strong leaders are transparent in their communications. They want their team to trust not only what they say, but what they mean.
In good times and bad, honesty builds trust. Communication is a two-way street. Listen to the interests of your team and get a feel for their perspective on how to achieve goals.
Effective listening helps you build relationships, solve problems, ensure understanding, and improve accuracy. Rolr a moment to listen takes less time in the long run, making you more productive. The best communicators never assume that the message people heard is the exact one they intended to deliver. Instead, they change things up and try again. When good leaders make a mistake, they admit it right away. They are accountable for their words and actions, and they iin it without drama or false humility.
Perhaps the most important principle of communicaation leadership communication is the ability to inspire those around you. As a leader, you have a vision of success that you want to achieve with the help of your team. Great communicators stand out from the crowd. They listen. The Role of Communication in Leadership. Search for:. Recent Comments. Comments 0. Leave a Comment Cancel Comment. Prev post Next post.
The Importance of Leadership Communication
Good leaders utilize positive power and communication structures to effectively manage and develop their employees. This all leads to a healthy and productive workplace. The following Course Outcome is assessed in this Assignment: MT Examine the role of the communication and leadership process in relationship to employee effectiveness.
All articles can be read without knowledge of the previous ones. Please find an overview of the articles in this series at the end of the article. Breakdowns in communication cause major problems for managers. We can all recall experiences of communication failure. Perhaps you remember sitting in a conference room, suffering through a traditional PowerPoint presentation?
Nothing but text on each slide, the presenter watching the projector screen and painstakingly reading each point. As a spectator, you were less than enthralled by the presentation or the individual giving it.
A team meeting with a dozen managers seated around a conference table. The leader is worried about poor customer satisfaction scores. He says to the group:. The discussion may go around in circles with everyone nodding and agreeing while no real action planning happens. There are a couple of major undiscussables here — lack of accountability and impression management.
Where is that brave soul who will speak up and lead the team out of this mess? Everyone is managing impressions rather than solving real problems. Eventually, this poor leadership trickles down, resulting in even lower customer satisfaction. These examples are both instances of someone handicapping their leadership through poor communication. Most leaders understand the consequences of poor financial management, but not all leaders appreciate the importance of communication skills for leadership and management.
In other words, the risks that come from a poor approach to communication are underestimated. The blowout of the Deepwater Horizon offshore oil rig, in April , resulted in a massive crisis for BP and its partners. More than half of all change programs fail to meet their objectives and this is often attributed to managers being unable to deal with employee resistance to needed changes Decker et.
Inadequate communication is also a factor in many accidents and safety incidents. We have all seen managers manipulating communication for their individual gain, or other situations where lack of communication caused problems. Communication is a process of exchanging verbal and non-verbal messages and is a continuous two-way process.
A prerequisite of communication is a message conveyed through some medium to the recipient — voice, email, presentations, or posters.
But some media can be handicapping — for example, PowerPoint presentations by executives can lead to one-way only communication in an organization. It is essential that the message gets to the recipient and is accepted and understood in the same terms as intended by the sender.
It is also important that the communication media and techniques create a culture of openness and trust in the organization. This is what increases innovation, early identification of problems, and creates the mastery goal orientation needed for exceptional productivity.
Too much information, poorly framed messages, inappropriate channels, and incomplete feedback from the recipient to the sender on how well the message is understood and accepted can all be self-handicapping.
Nonverbal communication is also important: gestures, eye contact, touching, running a few minutes late to a meeting, and physical appearance. Non-verbal cues convey information that can be self-handicapping. Open is facing the other person with good eye contact and open arms. Closed means arms folded, legs crossed or positioned at an angle to the other person. A closed posture will inhibit conversation with an employee.
Every culture has different levels of physical closeness which are expected or tolerated. Non-verbal cues can become a barrier to effective communication — they must match the verbal message.
The most successful way of communicating in a workplace is to treat each other as both friends AND as task partners. Self-handicapping in communication occurs by not developing an open and trusting communication culture. More than likely, any concerns or apprehensions employees had when coming into the meeting will now be magnified. This is one of many ways to create a negative communication culture.
Most organizational groups or teams hold common ideas about how to deal with recurrent problems and uncertainties — they create and perpetuate social order through these common ideas and they become cultures.
Cultures are sets of beliefs, values, and norms that are emotional and resistant to change but guide future activity. Many organizations with remote employees rely on email, for instance; but face-to-face communication — even by phone — is more conducive to the give and take needed to build trust just as small group meetings help open two-way communication more than PowerPoint presentations.
How communication works in and across multiple organizational cultures is a key to how organizations function — with a culture of openness, transparency, and trust or without. Communication culture is the glue that holds teams and organizations together. This glue can be a driver or an obstacle to performance; exceptional managers understand this. Upward communication of concerns or fears is unlikely to be voiced.
Innovation thus comes to a halt. This culture protects the workers from the potential chaos that originates from this type of leadership. Great leaders know that a mastery goal orientation requires open, two-way communication and a lot of trust. If communication does not work, exceptional leaders do something about it. Organizational cultures cannot be manufactured or changed at will — it usually takes enormous effort to do so.
And they start with themselves and how they communicate. Once their personal communication is open and transparent, leaders can adopt methods that enable them to get closer to employees , build trust, promote dialogue , engage employees , and align their communication with organizational strategy.
Like most self-handicapping, self-handicapping in communication starts with excuses. My managers will work out the employee problems. Over time, employees disengage and problems are not brought to the surface. As with any other category of self-handicapping, you have to ask yourself how much of what you are doing is motivated by uneasiness, an effort to take the expedient route, or to avoid problems, etc. None of this is bad; it is just part of who we are. However, if you want to be an exceptional leader — you may have to face these fears and get beyond them.
Great leaders help create or change communication cultures so that they are open and trusting and promote a maximum exchange of information and learning. Understanding that you are a big contributor to the culture in your workplace may help you to face your fears, work to overcome them and practice new ways of operating.
Most employees want to be a part of a workplace culture that puts a premium on delivering the truth Llopis They want their leaders to share where the company is headed so they can plan and protect themselves; yet, this does not always happen.
The reasons leaders are not transparent may include their belief that they will be viewed as less authoritative, or have less power or control.
They may have developed a habit of withholding information — this may have been learned in the past, over time, in a more dysfunctional work environment. Remember, in the absence of data about a leader, employees will make up their own.
Many leaders feel some unease when connecting with other people — they need to start with baby steps. They sometimes feel others will judge them or dislike them. This fear holds many back from being open and is the greatest source for communication self-handicapping. In fact, secretiveness can sometimes bring more attention than it helps avoid.
Then blame becomes habitual and begins to take away opportunities for meaningful interaction see article 1. Leaders must be willing to assume responsibility for all communication even when they feel that the responsibility should be shared or that someone else should make the initial effort.
As leaders achieve a heightened awareness of their own self-deception and move toward becoming skilled communicators, they should view themselves as accountable for their work environment. The importance of communication skills for great leadership and management have been explained.
Here are some steps to improve communication tomorrow:. Downloaded Cotton, G Decker, P. Pearson FT Press. Predicting implementation failures in organization change. Journal of Organizational Culture, Communications, and Conflict , 16 2 , The silent killer of big companies. JRS Consulting Summarized from link, downloaded Llopis, G Reynolds, S. Guide to Cross-Cultural Communication , Pearson.
See Wiley or Pearson. See Why. On the flip side, poor communication from leadership puts the company at risk, and is a major area of self-handicapping in […]. They should encourage the audience to ask questions […]. Hi Camilla; Phil Decker here. How you frame a communication or a decision can have great impact on the result. Framing should always be taken into consideration because of its power to bias things and it often is to our detriment — many advertisers and politicians frame communication to bias our decisions.
There is an extensive literature on framing in the decision analysis literature. Since leadership is about influencing workers and discursive leadership is about leading through communication, I would guess that framing plays a central place in it even if not acknowledged in the research.
Hope this helps. I have one question though.