Communication Leadership
Communication Leadership
Objective: Leadership has an important impact on the development of the organization, while considering essential aspects of a workplace environment. The leader need to have effective communication quality with his employees. Managers need to have good communication skills in order to possess all leadership qualities. Leadership is not a power of position, in fact, it is a procedure (Madlock, 2008).
Whereas communication is a way to share your ideas, feelings, thoughts and suggestions through interaction with your employees or team members. Communication can take place in numerous ways that can be in the form of verbal or oral; such as written words, text images, particular action or gesture and a lot of other forms of communication (Madlock, 2008).
Introduction: By reading different research papers on communication and its positive impact on the leadership role in an organization, we are able to understand that communication plays a big part in making the business successful. Also, it creates a positive proficiency in managing the workplace. The bigger task for a leader success is to have employee commitment towards the work or task assign to them. Through effective communication, a leader can have the valuable benefits that are related to employee loyalty towards high level of achievements (Mayfield & Mayfield, 2002).
Strategic Use of Communication: In order to select an effective way of communication practices you need to choose an accurate technique of using strategic communication framework. The best way to follow the right technique towards successful leadership is to use “Motivating Language Theory”. Managers are able to make improvement in achieving the outcomes successfully from the workers present in an organization by using this motivational theory (Mayfield & Mayfield, 2002).
When it comes to contemporary organization, the environment is flexible and comes with greater responsibilities. Leaders present in such environment are controlling all elements related to the task or work in relation to the employees. It is very important that a leader should know that if he/she removes the strict chain of command towards work environment, he will be able to create freedom and independence for the employees. For example, employees are able to share their ideas and thoughts towards their organization (Wells & Kipnis, 2001).
Also, they will be able to work freely and enjoy their work in contemporary work environment. Managers need to understand that when employees get encouraged from their managers to share their opinion or feedback that they want to suggest, make them work harder in order to produce higher-quality work (Wells & Kipnis, 2001).
Moreover, work environment helps in boosting the business, due to the presence encouraging factor i.e. sharing of innovation is highly regarded in the contemporary organization. The presence of encouraging factor creates flexibility while responding to the changes present in the market or company demands. However, contemporary organization in contrast to the traditional organization is a sharing work environment. Here the managers have assigned with different roles as they spread out their power among the team members that help in reducing the risk of benefiting one individual only. Also, a greater percentage of flexibility is present among the team due to the power that has spread all over the work environment. Whereas, less responsiveness is being shared by the managers with different roles as they own lesser responsibilities in the contemporary work environment (Wells & Kipnis, 2001).
Work Cited
Madlock, P. (2008). The link between leadership style, communicator competence, and employee satisfaction. Journal Of Business Communication, 45(1), 61--78.
Mayfield, J., & Mayfield, M. (2002). Leader communication strategies critical paths to improving employee commitment. American Business Review, 20(2), 89--94.
Wells, C., & Kipnis, D. (2001). Trust, dependency, and control in the contemporary organization. Journal Of Business And Psychology, 15(4), 593--603.
