Leadership and communication play an instrumental role in the current dynamic technological landscape. Given the essence of leadership, available scholarly sources suggest that leaders usually play a significant role in influencing performance at an organizational level. By exploring the views presented by various authors on the topic of leadership and communication, this paper will seek to provide an insightful review on aspects such as team development, motivation, employee engagement, leadership attributes, and the communication approaches embraced by organizations. Through this paper, the reader will understand the extent to which leadership and communication usually affect the success of projects, past and future leadership, and communication models as well as how a rhetoric leader can influence performance. Additionally, the paper will compare the magnitude leaders can have on the performance of missions and the instrumental role played by leaders to meet expected goals.
Communication Dynamics of Leadership
In their research, Coverley & Valentine (2014) outline the perception of communication dynamics of leadership, focusing on the context of HBCU Merger. Throughout the article, Coverley & Valentine (2014) have emphasized the role played by essential business practices in the maximization of operational efficiency. In contrast to Crosby (2010), who elucidated on the essence of shared power for maximization of democratic potential. According to Crosby (2010), a need for public officials and the public to work together for the common good. Therefore, collaborative approaches have been emphasized by Crosby (2010) to be essential in the entire approach to leadership. Similar sentiments have been echoed by Dannenberg (2015), who, on his hand, has compared different forms of leadership and their ability to foster cooperation. Dannenberg (2015) asserts that leaders can either lead by example or by words. However, discussions by Dannenberg (2015) demonstrate that leading by example has a positive impact when it comes to fostering cooperation.
David & Benjamin (2010), on the other hand, have presented insightful and provocative thoughts about team development, communication, motivation, and leadership. Based on the outlined argument, David & Benjamin (2010) maintain that entrepreneurial leaders are expected to prioritize the creation of a suitable environment fostering innovation, hard work, team spirit, and even a sense of fun at the place of work. David & Benjamin (2010) state that embracing such approaches is crucial towards ensuring that staffs are motivated and productive. On a different note, Derrick, Zeying & Yulin (2010) have explored the concept of remote leadership, communication effectiveness, and the leader performance in various contexts.
By building an argument centered on transformational leadership theory, Derrick, Zeying & Yulin (2010) have pointed out how the perception of leadership can influence performance in terms of leadership styles, communication effectiveness, and the physical distance. For Eman Mohamed, Ay man Yehia, Tawfik & Yehia Sabri (2013), they have explored the relationship among aspects such as psychological empowerment, communication, leadership, motivation, and job satisfaction. Eman Mohamed, Ay man Yehia, Tawfik, & Yehia Sabri (2013) maintain that the advancement in technology and the intensification of globalization have necessitated the need for organizations to enhance their capacity to adjust to the emerging changes.
Following the proliferation of such changes, Eman Mohamed, Ay man Yehia, Tawfik, & Yehia Sabri (2013) argue that organizations have been forced by the emerging circumstances to give more responsibility and autonomy to their employees. On the contrary, Gerpott, Lehmann-WillenbrockVoelpel & Vugt (2019) have focused on the issue of emergent leadership, describing it as an ascription of informal leadership responsibilities. However, Gerpott, Lehmann-WillenbrockVoelpel & Vugt (2019) have adopted a functional perspective on leadership and subsequently linked changes in relations and task to communication. For the case of Gilley, Gilley, & McMillan (2008), organizational change in terms of motivation, communication, and leadership effectiveness has been the primary emphasis.
According to Gilley, Gilley, & McMillan (2008), effective leadership is always the driving force for change in any environment. Similar sentiments have been reiterated by Gregory & McNaughton (2004), though on a different angle. In their article, Gregory & McNaughton (2004) state that corporate leadership plays a crucial role when it comes to the improvement and protection of the company’s equity. This can trickle down to merge with the argument outlined by Zhen, Haoying & Yukun (2018) regarding the trickle-down effect on ethical leadership. By drawing insights on the social learning theory, Zhen, Haoying & Yukun (2018) have hypothesized ethical leadership from middle-level supervisors to high-level managers.
However, Oludele, Faremi & Adesina (2016), in their article, have alluded to the significant role played by prolific communication when linked with quality leadership styles. It is for this reason that Oludele, Faremi & Adesina (2016) convinced that embracing quality leadership traits can help an organization to mitigate potential failure. This is in tandem with the argument outlined by Polsfuss & Ardichvili (2009) regarding leadership development approaches. Despite this, Reinout, Angelique, & Wyneke (2010), in their article, have expansively compared the existing relationship between communication styles and aspects such as charismatic leadership, human-oriented leadership, and task-oriented leadership. Such an approach is in line with Rita's (2014) intention to demonstrate the essence of leadership to internal communication. In furtherance to this, Saad, Sudin & Shamsuddin (2018) have explored the issue of employee engagement as well as the resultant impact of personality attributes and leadership styles on it.
However, Schimschal & Lomas (2019), in their article, have focused on the concepts of grit and decisive leadership, demonstrating why they are the key pillars of essential performance in an organization. In the wake of recent technological changes, Schwarzmüller, Brosi, Duman, & Welpe (2018) have explored massive changes faced by organizations concerning their work design and leadership. Despite such assertion, Tellefsen (2006), in his article, has sought to outline the new model of buying center leadership. Despite Van Beek's (2010) exploration of the convergence of pastoral training models, especially in the context of contemporary life. In her article, Zander (2005) is convinced that there are massive loopholes in the research on leadership communication, especially from the employee’s perspective.
A different approach has been taken by Harris & Agger-Gupta (2015) when articulating on post-conventional leadership, focusing on leaders serving the interest of groups — necessitating the approach by Hurtado & Mukherji (2015), who have focused on the essence of cognitive flexibility among leaders. On the other hand, Jacqueline & Milton (2012) convincingly argue that leadership language has a significant impact on employees’ outcomes.
It is for this reason that Jacqueline & Milton (2012) allude to the efforts by communication researchers to develop persuasive models aimed at bridging the existing gap between leaders and the employees. Therefore, this has necessitated efforts by Jacqueline & Milton (2017), who, in their article, have explored the issue of leadership communication, especially in contemporary settings. However, acknowledging that Jacqueline & Milton (2017) have premised their argument on various research methodologies in the bid to illustrate the essence of leadership communication in engaging, reflecting, and innovating. In this context, Kapoor (2017) deemed it fit to outline his legal career. Having served in many organizations and countries, Kapoor (2017) points out that leadership is an everyday job that should be easily accessible. For the case of Kelly & MacDonald (2019), they have examined various leadership styles and their role in promoting upward and downward communication in the bid to foster positive outcomes in team contexts and workplaces.
Communications and Team Effectiveness
Based on the illustrated argument, Kelly & MacDonald (2019) attribute the communication between the supervisor and the subordinate to the desirable outcomes at workplaces. In tandem with Lisa, Alberto & Gillian (2014), who have outlined the existing relationship between communication and team effectiveness for the case of virtual global teams. However, MacGillivray (2018) has illustrated various emerging perspectives for leaders, especially in knowledge-intensive organizations and informed by Madlock's (2008) research outlining leadership styles, communication competence, and employee satisfaction. According to Madlock (2008), the communication competencies of the supervisor account for about 68% of job satisfaction and communication satisfaction. Based on such an assessment by Madlock (2008), it is evident that leadership and communication play a significant role in fostering job satisfaction among employees.
On the other hand, Mayer, Aquino, Greenbaum, & Kuenzi (2012) have drawn insights on moral identity and social learning theories to outline the antecedents and consequences of ethical leadership. According to Mayer, Aquino, Greenbaum, & Kuenzi (2012), there is always a negative correlation between ethical leadership and relationship conflict. However, Mayer, Aquino, Greenbaum, & Kuenzi (2012) acknowledge that the leader’s moral identity is subsequently related to aspects such as interpersonal justice, ethical leadership, and idealized influence.
Communication Approaches to Leadership
The concept of team dispersion and performance has expansively been explored by Eisenberg, Post & DiTomaso (2019) in their article. Specifically, Eisenberg, Post & DiTomaso (2019) have focused on the role played by transformational leadership and team communication in the work environment involving virtual teams. Eisenberg, Post & DiTomaso (2019), in their discussion, acknowledge that with the proliferation of globalization, organizations are increasingly relying on virtual teams. According to Eisenberg, Post & DiTomaso (2019), such an approach is essential in ensuring that such an organization accesses geographically dispersed expertise. Even though this is necessary adjustments based on the dynamic technological landscape, Eisenberg, Post & DiTomaso (2019) point out that the idea of team dispersion usually introduces systemic challenges in terms of team communication, a phenomenon that is likely to affect the performance in an organization negatively. Eisenberg, Post & DiTomaso (2019) have been able to validate these claims in their outlined discussions. Their article has mainly focused on examining the role played by an aspect such as transformational leadership on team performance, team communication, and team dispersion. Based on the findings, Eisenberg, Post & DiTomaso (2019) assert that.
In contrast, transformational leadership established as an effective way that can be embraced to reduce negative effects of dispersion among collocated teams. It is still not effective when it comes to improving team performance in the context of highly dispersed teams. Eisenberg, Post & DiTomaso (2019) attribute such difficulties to the difficulty of a transformational leader when it comes to facilitating team communication among highly dispersed teams. Based on the discussions presented by Eisenberg, Post & DiTomaso (2019), the influence of a transformational leader in such contexts can have counterproductive effects. Therefore, this is a clear demonstration of the crucial role played by communication and leadership in influencing performance at workplaces.
A similar path has also been pursued by Green (2019) though in his case, he has focused explicitly on the issue of teacher leadership and the essence of communication among diverse colleagues. However, for the case of Green (2019), the outlined study findings have focused on illustrating why cultural competence counts in the contexts involving diverse colleagues. Green (2019) has explored in detail a myriad of factors that usually influence teacher leadership behaviors. Considering the different applications of leadership and communication, Green (2019) has focused his discussions in the context of elementary English-language learners. Green (2019) argues that in such contexts, the narratives given by teachers usually provide crucial evidence regarding the relative strengths of school leadership streams in terms of moral purpose, relationship, and even the commitment to action.
However, Green (2019) asserts that the primary obstacle in such contexts is usually intercultural communication, thus demonstrating the crucial role played by communication in the outlined context. According to the presented discussions, Green (2019) believes that this is the crucial reason as to why diverse teachers usually struggle when it comes to working collaboratively on various committees. Therefore, this usually affects the progress and the decision-making process of the program under consideration. Therefore, such assertions pointed out by Green (2019) are critical demonstrations on the essence of leadership and communication, especially when working in an environment entailing diverse colleagues.
Arguably, Malik (2019) has pursued a different path by exploring three model approaches regarding leadership and communication. In this case, the extensively presented discussions by Malik (2019) aimed at demonstrating the existing relationship between leadership and communication. According to Malik (2019), the communication approaches to leadership imply that the dynamism of leadership can be understood and even explained using various theories of communication. The extensively presented literature review by Malik (2019) has helped in outlining key communication models of viewing leadership. In this consideration, Malik (2019) asserts that a leader can use communication as a tool for influencing people. Malik (2019) further believes that communication can emphasize leadership as a dialogical process. There are cases also where leadership can perceive communication as manipulation and distortion aiming at dominating. Out of all the outlined model approaches to leadership communication, Malik (2019) asserts that the best model usually determined by the number of people in an organization, culture, and the prevailing situation.
Communication Skills and Leadership
In addition to understanding the approaches to communication and how they impact leadership, it is important to recognize how communication skills impact leadership as well. In a study by Thorpe, Connolly, & Gainey (2019) we discover the use of a simulation-based curriculum to help in the development of communication skills for emergency medicine residents. Unlike other discussions centered in places of work, Thorpe, Connolly, & Gainey (2019) have adopted a completely different approach to elucidate the issue of leadership and communication. By focusing on emergency medicine residents, the educational focus of Thorpe, Connolly, & Gainey (2019) in their article has been on interpersonal skills and leadership. Based on the adopted approach, Thorpe, Connolly, & Gainey (2019) have satisfactorily demonstrated how it can easily be adaptable for learners' dawn from different specialties. According to Thorpe, Connolly, & Gainey (2019), training in communication and leadership skills has emerged to be a primary focus in graduate medical education. Given its essence, Thorpe, Connolly, & Gainey (2019) assert that its holistic consideration is crucial for successful navigation of different care situations involving patients in emergency medicine. Given that, it may be challenging teaching skills in traditional didactic settings. Thorpe, Connolly, & Gainey (2019) point out that pushing educators is the only way that can be pursued to advance for the creation of such new methods of imparting learners with interpersonal skills.
Moreover, Yue, Men & Ferguson (2019) have emphasized the need to bridge transformational leadership, transparent communication, and employee openness to foster change in an organization. According to the discussions presented by Yue, Men & Ferguson (2019), transparent internal communication, as well as transformational leadership, usually, play a crucial role in fostering employee trust in the context of organizational change. Yue, Men & Ferguson (2019) assert that when employees have absolute trust in their organization, they will embrace a welcoming attitude towards all the intended changes at an organizational level. However, Yue, Men & Ferguson (2019) emphasize that such trust can only be mediated by the influence imparted by transparent communication and subsequent transformational leadership. Therefore, this is a clear demonstration of the crucial role that can be played by leadership and communication at various levels in an organization
Historical Context of the Leadership Concept
Having addressed communication skills and leadership, there is a way historical context can be explored to track down significant development witnessed in as far as leadership is concerned. Brown (2019) has demonstrated this in his article when exploring the black box challenge in transcultural leadership studies. Considering that there is a significant number of adult immigrants integrated into the North American professional sphere, Brown (2019) asserts that it is imperative to create concrete ways of studying and interpreting different cultures about leadership and communication in a multinational context. It is for this reason that Brown (2019) has based his argument historically from 2006, citing examples where federal grant funding pumped into university-based language and culture programs aimed at training heritage population and government personnel in cultures of Southeast, Central, and Middle East Asia. From a historical perspective, Brown (2019) argues that Middle Eastern and Asian immigrant comprehension and definition of constructs such as teamwork, authority, and leadership have not well represented.
For this reason, Brown (2019) has outlined actionable practices that have historically implemented when leading culturally diverse teams. Brown (2019) has validated his claims by conducted a historical study and analysis of perceptions regarding the issue of authority, leadership, communication, and teamwork. Such assertions by Brown (2019) has helped give the concept of leadership an old bearing.
Bush (2018) has further outlined a historical context regarding the concept of leadership. In the outlined argument, Bush (2018) has highlighted the historical landscape regarding the issue of educational leadership and management. Based on the highlighted argument, Bush (2018) convincingly states that such fields of study have, for a long time in history, dominated by the English-speaking axis of the United Kingdom, Australia, and the United States of America. However, Bush (2018) further asserts that such historically established dominance has diminished in the 21st century, attributing it to growing interest in the field amongst scholars, policy-makers, and other practitioners. From a historical perspective, Bush (2018) has attributed this to the increasing recognition of active leadership roles play in promoting improvement in the school.
Consequently, Bush (2018) cited the reason why research has blossomed in many countries across all the six continents. The historical approach adopted by Bush (2018) enabled him to sample over 506 sources dating from 2005 to help provide a concrete historical context demonstrating how the concept of leadership was used historically. Throughout the article, Bush (2018) has presented insightful assertions regarding the relevance of leadership and how it has evolved.
On the other hand, Edwards (2015) has presented an anthropological account of leadership, narrowing down to the historical and geographical interpretations of the indigenous cultures. In his article, Edwards (2015) has expansively critiqued some of the contemporary leadership theory through his presented anthropological and historiography accounts. Using geographical and historical perspectives, Edwards (2015) has highlighted various nuances in as far as the conceptualization of leadership from differing from other indigenous cultures. Arguably, the research by Edwards (2015) has contributed significantly to leadership literature, especially considering that it has taken longitudinal perspectives in the provision of further evidence regarding the history of notions akin to distributed leadership. Moreover, the embraced longitudinal perspective by Edwards (2015) has further enabled him to uncover a narrower individualistic focus on leadership studies, thus overriding sociologically distributed perspectives within the 20th Century. In the long run, the assertion by Edwards (2015) has pointed towards a pluralistic paradigm of leadership, as evidenced in the early 20th Century. Throughout the article, Edwards (2015) has thoroughly laid out a platform aimed at providing crucial historical context, expansively demonstrating how the concept of leadership used historically.
For the case of Niesche & Gowlett (2019), they have presented critical perspectives regarding educational leadership. In the better part of their article, the authors have adopted a historical perspective in presenting their argument regarding the new phase in the field of educational leadership. Judging from the arguments expressed by Niesche & Gowlett (2019), critical perspectives in the field of educational leadership have, for a long time, marginalized by the vast body of orthodox approaches. According to Niesche & Gowlett (2019), this is as a result of the perceived lack of focus on best practice in recent years. Despite this, Niesche & Gowlett (2019) maintain that critical perspectives in educational leadership are expected to continue constituting a vibrant and essential part of the educational leadership discourse. Utilizing the notion of discourse, Niesche & Gowlett (2019) have expansively examined the historical constitution of such critical perspectives. The adopted approach has also highlighted several limitations regarding hegemonic leadership discourses. In the bid to provide a concrete historical context of leadership, Niesche & Gowlett (2019) have reviewed the work of other critical writers in the field to theoretically analyze their research over the past 5 to 10 years.
For the case of Niesche & Gowlett (2019), they have presented critical perspectives regarding educational leadership. In the better part of their article, the authors have adopted a historical perspective in presenting their argument regarding the new phase in the field of educational leadership. Judging from the arguments expressed by Niesche & Gowlett (2019), critical perspectives in the field of educational leadership have, for a long time, marginalized by the vast body of orthodox approaches. According to Niesche & Gowlett (2019), this is as a result of the perceived lack of focus on best practice in recent years. Despite this, Niesche & Gowlett (2019) maintain that critical perspectives in educational leadership are expected to continue constituting a vibrant and essential part of the educational leadership discourse. Utilizing the notion of discourse, Niesche & Gowlett (2019) have expansively examined the historical constitution of such critical perspectives. The adopted approach has also highlighted several limitations regarding hegemonic leadership discourses. In the bid to provide a concrete historical context of leadership, Niesche & Gowlett (2019) have reviewed the work of other critical writers in the field to theoretically analyze their research over the past 5 to 10 years.
In the bid to provide a historical context about the concept of leadership, Raelin (2019) presents a practical and conceptual foundation on leadership-as-practice. Other than dwelling on a single methodology outlining how social and leadership activity conducted every day, Raelin (2019), in his article, has detailed general guidelines. Raelin (2019) has further highlighted contextual building blocks historically, demonstrating how, over time, such building blocks have been incorporating issues of identity, agency, dialogue, power, and materiality. In his article, Raelin (2019) has challenged other researchers to examine leadership dynamics to co-participate in their mutual endeavors. Such assertions are in line with the historical context highlighted by Raelin (2019) in the article.
Conclusion
Conveyance of information from the management to the subordinates or from the department to the other is a fundamental tool for leadership skills. There are responsible and irresponsible communication practices that either promote or undermine the progress of an organization. The various components of communication are listening, responding, and written information.
This paper, therefore, defines effective communication as a process of accurate and comprehensive delivery of information. For teamwork and increased productivity, it is critical to prioritize communication by maintaining consistency, constancy, and frequency. However, it is the mandate of the leadership to foster teamwork through various initiatives at work places. The management play a vital role of setting pace for teamwork in an organization. Therefore, cultivating the spirit of teamwork is a key element of effective management.
References
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Rita, L. M. (2014). Why Leadership Matters to Internal Communication: Linking Transformational Leadership, Symmetrical Communication, and Employee Outcomes. Journal of Public Relations Research, 26(3), 256-279. Retrieved from http://proxy-geneva.klnpa.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=96222997&site=ehost-live
Saad, Z. M., Sudin, S., & Shamsuddin, N. (2018). The Influence of Leadership Style, Personality Attributes and Employee Communication on Employee Engagement. Global Business & Management Research, 10(3), 743-753. Retrieved from http://search.ebscohost.com.proxy-geneva.klnpa.org/login.aspx?direct=true&db=bth&AN=133618168&site=ehost-live
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