What makes for good leadership communication in organisations?
Leadership can be defined as a “Reciprocal process of mobilizing, by persons with certain motives and values…in context of competition and market comfort, in order to realize goals independently or mutually held by both leaders and followers” (Burns, 1978). The ability to expand business values, whilst also analyzing the critical segments of management, to motivate and empower staff to achieve an established outcome. Hereby the leader is one who informs and directs actions of a team with the ability to achieve a common goal. Specific goals must be attainable, achievable and sustainable. As well as being effectively communicated and understood by employees. In addition the relationship from a leader to his/her staff is crucial if there is to be production of high quality outcomes for the organisation. Leadership and Communication are two elements of an organization that must work coercively so that the business functions are not being disrupted with ‘noise’ that maybe channeled through to staff. Leadership directly affects communication and assists with building better relationships between stakeholders, staff, management and the organisation as a whole. Leaders, who display effective management tools, should also be dedicated to contribute and ensure that successful objectives are accomplished, and that business values are being established, delivered and justifiable by its employees.
A good leader is someone who is able to interact with his or her staff on a regular basis, to form a professional relationship and to direct effective management skills so that there aren’t any disagreements or hardships within the organization. Through Transactional, Transformational and Authoritative styles of leadership, there is a required need that the leader is to enforce in order to attain key results. Incorporating strict yet proficient practice for supervision, organization and performance measures of employees (Key Performance Indicator’s). Leading on from the transactional point of view, the work of the employee must also be accounted for, so that the leaders can direct and inform whether targets are being met and that expectations of the business’s requirements are firmly vindicated.
Contemporary studies have shown that leadership is at the forefront of business interests and a concerning issue when it comes to the integrity of staff and daily working customs. This has also lead to communicative research into how leaders build relationships with transformational leadership. Swinburne University uncovered that “emotional intelligence undermines the ideals behind transforming organisations”. This research found that leaders, who used emotional messages to address progress and achievement, were able to effectively pin point reactions to demotivation at work, irritations, obstructions and any resistance within the leaders field of work.
From the study and critical research, it had been acknowledged that incessant communication is a necessary obligation, which must be adopted so that leaders are able to transform and transmit their relationship from themselves to their co-workers. Encompassing appropriate systems in order for sufficient change in any depleting or stagnant working environments.
Scholars and academics have encompassed the study of existence for leadership in organisations in any instance as “communicatively and/or discursively constituted (Cooren, 2001; Fairhurst and Putnam, 2004; Taylor and Van Every, 2000). Thereby identifying this collectively as the “ Communicative Constitution of Organisations or “CCO” perspective” (Ashcraft et al., 2009). These aspects of communication are evidently coercive to the leaders in organisations, clearly assessing how ‘good’ leadership communication should be portrayed and to become a mainstream influence for a free flowing established setting. However communication, which holds diversity through leadership,