Communication and Leadership
Notably, communication is one of the essential elements in any given organization. According to the available research, communication has been included as one of the most vital tools for good leadership. (DuBrin, 2010), normally, leaders engage in communication for approximately 80% of their time conversing with different parties; more especially their followers who are the junior employees in this case. In this context, the term “communication” is used to refer to the act of passing information from one person to another. On the other hand, other scholars define this terminology as a relationship where one person in a higher hierarchy probably a leader, influences the activities of other people in a lower hierarchy, (Peter and Liz, 2000). As a matter of fact, communication encompasses the sender, medium, the recipient as well as the message to be conveyed. Arguably, there are different types of communication which include: verbal, oral, visual and written communication.
Undeniably, communication plays a very significant role when leaders need to motivate their followers; in this case, junior employees. It has been argued that, through communication, leaders have better chances of motivating their followers to either, increase or rather better their performance. For instance, in a teamwork task, better results can be achieved if leaders can communicate with their team. Besides, through communication, the team-members can work together towards a common goal, (Pauley, 2009).
In an organization, the efforts of people and groups have to be coordinated and communication is an influential tool that is required in this process, (Pauley, 2009). As a matter of fact, communication has an important role in every organization’s operation and it is seen as one of the proficiencies to an effective organization’s leader. Arguably, an organizational leader is required to collaborate, ensure, advocate, promote facilitate and influence the other people using his/her mastered communication skills. Moreover, leaders convey massages to nurture, advocate, delegate responsibilities and help followers in increasing their potential. The transmission of information by leaders is also to ensure that the organization’s culture and instructions are favorable to the other workers and their professional development.
Unquestionably, message transmission is a chief function in an organization’s leadership. However in an organizational daily operation, leaders do not only communicate through passing information but they also receive, seek information and monitor it. As mentioned earlier, leaders spend a lot of their time communicating with their juniors, their fellow leaders, and other members of the organization, (Peter and Liz 2000). As a result, every leader’s capacity to communicate with other people is practically the same as the organization’s working in an effective and efficient approach. Leaders who are perceptive and use unswerving system of communication patterns with which their juniors recognize and are at ease with are not only prone to be effective but they can also transform the organization into an enjoyable place for workers. When organizational leaders are good communicators, their ability to make their company more successful are tremendously improved. For instance, managers need to gather information from all parties within their organization to ensure that everything is running smoothly.
Finally, it is obvious that, when dealing with people conflicts are inevitable. Often Conflicts happen in organizations amongst the employees and leaders have to learn to solve them well. Hence, effective communication can be very vital in solving conflicts which could otherwise be very fatal for an organization, (DuBrin, 2010). Additionally, effective communication is essential in leaders as it enables them to; improve the performance of the workforce, achieve quality results, make an organization successful and also as mentioned above, it enables leaders to solve conflicts in an organization.
References
DuBrin, A. J. (2010). Leadership: Research findings, practice, and skills. Mason, OH: Cengage Learning. J Pauley, J.A. (2009). Communication: The Key to Effective Leadership. New York: ASQ Quality Press.
Peter K and Liz L.K. (2000). “Journal of Project Management”. Project leadership in clinical
research organizations, International. 18: 393-401
