There is a symbiotic relationship between communication and leadership effectiveness. It is therefore not a coincidence that good leaders also tend to be good communicators. Axelrod (2002 p.4) observes that “effective leadership is still largely a matter of communication.”
Effective leadership through consistent and clear communication
According to Miller (2002), effective leaders need to master the six basic functions of management, namely, leading, planning, organizing, staffing, controlling, and communicating. The strategic link that connects all these functions is clear communication.
Leaders need to be able to communicate well. Thus, Barrett (2009) contends that, in order to be effective, a leader needs to focus on three elements in the organization, namely, mission, people, and teamwork. Hence, communication impacts all of these key organizational areas.
In essence, effective leaders are able to communicate their strategy, sharing their strategic vision and plans. Effective leaders also understand that people are motivated and engaged when they are treated as if they have value.
Thus, Meyer et al., (2007 p. 2) observe that “Leadership is the process in which leader and follower interact in a way that enables the leader to influence the actions of the follower in a non-coercive way, towards the achievements of certain aims or objectives” Thus, leaders who take time to share concepts and plans and ask for input, who find ways to communicate their appreciation for contributions made, are the most effective in building and motivating teams.
A study by Madlock (2008 p.78) on the link between leadership style, communicator competence and employee satisfaction indicated that there is “a strong relationship between leaders’ communicator competence and their task and relational leadership styles; with leader communicator competence being a stronger predictor of employee job and communication satisfaction.” Thus, Hackman and Johnson (2013 p.10) observe that leadership is “a special form of human communication.”
The Ken Blanchard Companies (2006 p. 1) launched a study in which “more than 1,400 leaders, managers, and executives shared their views on the critical skills and common mistakes connected to leadership. In the study, 43% of respondents identified communication skills as the most critical skill set, while 41% identified the inappropriate use of communication as the number one mistake leaders make.” Thus, the ability to communicate appropriately is an essential component for effective leadership.
Eikenberry (2007 p.68) argues that “powerful and effective communication is the ability to bring these differing ideas, thoughts, and concepts into a cohesive and understandable message that all can act upon.”
Ways in which leaders can improve their effectiveness through communication
As Burnison (2012 p.16) aptly observes, “The leader is the message.” Thus, leaders can communicate effectively by:
- Encouraging feedback from their subordinates-both good and bad news
- Listening effectively for ideas, not just facts
- Understanding the speaker’s perspective
- Reducing communication misunderstanding because the same words might mean different things to different people
- Communicating constantly with key personnel and making it easier for them to give their own points of view
- Promoting consensus through collaboration
Conclusion
Indeed, effective leaders recognize the importance of good communication. Thus, Zenger & Folkman (2007 p.35) observes that “One of the best ways to communicate is to get others to communicate”. Responsible leaders communicate effectively. Fiedler (1967 p.24) notes that “the ability to communicate effectively and consistently has long been considered an essential aspect of strong leadership”. Hence, communication is of great importance to leader effectiveness.
References
Axelrod, A. (2002) Elizabeth I, CEO: Strategic Lessons from the Leader Who Built an Empire, New York: Prentice Hall. ISBN: 978-0735203570
Barrett, D.J. (2009). Leadership Communication, New York: McGraw-Hill. ISBN: 978-0073377773
Burnison, G. (2012) The Twelve Absolutes of Leadership, New York: McGraw-Hill. ISBN: 978-0071787123
Eikenberry, K. (2007). Remarkable leadership, San Francisco: John Wiley and Sons, Inc.
Fiedler, F. E. A (1967) Theory of Leadership Effectiveness, New York: McGraw-Hill. ISBN: 978-0070206755
Hackman, M.Z. and Johnson, C.E. (2013) Leadership: A Communication Perspective, Long Grove, Illinois: Waveland Press. ISBN 1-4786-0259-7
Ken Blanchard Companies, (2006) Critical Leadership Skills Key Traits That Can Make or Break Today’s Leaders. Retrieved 11 May 2016 from http://www.kenblanchard.com/img/pub/pdf_critical_leadership_skills.pdf
Madlock, P.E. (2008) The Link Between Leadership Style, Communicator Competence, and Employee Satisfaction, International Journal of Business Communication, 45 (1): 61-78 doi:10.1177/0021943607309351
Meyer, E., Ashleigh, M., George, J.M., Jones, G.R. (2007) Contemporary Management, New York: McGraw-Hill, ISBN: 978-0077111151
Miller, K. (2006) Organizational Communication: Approaches and processes, Thomson Wadsworth, 4th Edition, Belmont, CA. ISBN: 978-0495898320
Zenger, J., and Folkman,J. (2007). The handbook for leaders, New York: McGraw-Hill, ISBN: 978-0071435321
