Leadership and Organizational Communication

Research has shown that key personal issues, as it relates to leadership and organizational communication, is that superiors are better effective when have a general understanding of the message that they are relaying. They must be able to apply the key components of communication with whom they are speaking, having adequate training involving the dynamics of the organization as a whole, as well as excelling on their skill on how they deliver a message to others. Dubrin, A.J. (2004).

The message

Studies have shown that the number one problem in most leaders is communication.

It is very imperative for a leader to understand not only the key components of the process but to also know their importance. The key components is having the proper training to deliver a message to others and possessing the skill it takes to do this effectively, having knowledge of the process, and the type of person you are speaking with. Swanson, Charles R., et al. (2012).

In addition, a good leader has an awareness of continuously changing, and is knowledgeable on how to be an effective communicator.

They recognize the differences of not only male vs. female communication, but also of the back round age group of whom they are speaking with. Recognizing all of these barriers is a positive step in the right direction of a successful process. Swanson, Charles R., et al. (2012).

The process

By definition, communication is the process where senders and receivers take turns exchanging messages interacting professionally and socially. The process includes a sender, a message, a channel, a receiver, and feedback.

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It should not be one-sided, when the receiver gets the message, they should reply to it. Feedback is imperative because the sender needs to note not only the receiver’s reaction but also the message is interpreted; it is essential that a leader knows how employees respond to directives. They should also pay attention to how work is progressing, and an employee’s attitude regarding the message they received and how this affects their performance. Harcourt, Houghton, M. (2016).

According to Harcourt, understanding is the most critical factor in it being effective. This means that the sender and receiver must have a mutual agreement with the meaning. Harcourt, Houghton, M. (2016).

Organizational standpoint

Having formal systems of duties delegated to its Supervisors is effective for the performance as a whole. A formal system is preferred because not only is it easier to control but there is a reference to go by in case it’s needed in the future. Duties should be delegated in a detailed routine pattern. Lewis P.V. (1975). From an employee’s perspective, they speak better with leaders who encourage, motivate them and tend to avoid leaders who do not. Most employees thrive with understanding, agreement, good feeling, and appropriate behavior. Lewis P.V. (1975).


  • Dubrin, A.J., (2004). Human Relations: Interpersonal Job-Oriented Skills, 8th ed. (Upper Saddle River, N.J: Prentice-Hall, 2004), pp. 42-46.
  • Lewis P.V. (1975). Organizational communication: the essence of effective Management. (Columbus, Ohio: Grid, 1975), p.36-37.
  • Harcourt, Houghton, M. (2016). CliffsNotes: The Communication Process. (https://www.cliffsnotes.com/study-guides/principles-of-management/communication-and-interpersonal-skills/the-communication-process).
  • Swanson, Charles R., et al. (2012). Police Administration. Structures, Processes, and Behaviors. pp 133-167.

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Leadership and Organizational Communication. (2021, Apr 23). Retrieved from http://studymoose.com/leadership-and-organizational-communication-essay

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