Communication concepts in the leader-follower relationship are important because they provide a clear presentation of some helpful techniques about how individuals can evaluate their own communication abilities. Most importantly, one can improve his or her own communication skills by adhering to developing and earning trust by acting, thinking, and decision making in the right manner, learning how to gather information, being open to dialogues, developing effective skills, and being able to read between the lines. These are essential, fundamental tools that are necessary in global environments and cross-cultural communication, because of the roles they help leaders develop as they are striving to become more successful as they embark on a journey of effective leadership.
WHAT SHOULD BE DONE TO IMPROVE COMMUNICATION?
In order to improve communication with respect to the leader-follower relationship, one should observe the following prerequisites:
i. Maintaining trust: One should be aware that people are likely to forgive many things where trust exists as opposed to where there is no trust. In addition, great leaders also demonstrate the need to get personal as far as communication is concerned. The essence of getting personal is to help an individual be truthful as much as he or she can. Getting specific is another rule of thumb if one is to improve his or her communication because it removes ambiguity (Myatt, 2012). This calls for the need for one to learn to communicate with clarity based on simplicity and conciseness.
ii. Learning techniques to gather information: Learning how to gather information while transferring ideas, aligning expectations, inspiring action, and spreading the vision is another significant aspect to improving one’s communication. An individual can improve his or her communication by developing a ‘servant’s heart’ through focusing on contributing to the overall communication matter than just receiving. It is apparent that one is able to improve his or her communication when he or she seeks to contribute to the overall communication subject more than just receiving information from other parties. In addition to this, one has to have an open mind in order to improve his or her communication. An inflexible mind is a toxic factor of new opportunities for leaders and thus a leader-follower relationship must ensure that individuals are open to dissenting and opposing positions (Myatt, 2012). An individual who wants to improve his or her communication must also be open to new ideas and dialogue to demonstrate the willingness to engage in a discussion with an open mind. The foundation of morality is through empathetic engagement in all aspects while influencing followers towards the attainment of common goals.
iii. Developing effective listening skills: Listening is very important in the process of improving communication since through active listening actual understanding of what has been said is achieved by leaders and their followers. Listening also plays a vital role in ensuring that the leader gives effective and the right feedback in response to what has been heard and understood. Besides, listening ensures that the leader is put in the mindset of serving his or her followers. Thus, the author of this popular press magazine is convinced that developing effective listening skills is an important technique for helping an individual to improve his or her communication (Myatt, 2012). In addition to effective listening, empathy is another fundamental communication technique in the leader-follower relationship. Effective leaders must demonstrate that they care about their followers by avoiding prideful arrogance and ego. Also, they must demonstrate emotional intelligence by being in a position to diagnose, understand, and manage emotional cues based on self-awareness, self-management, social awareness, and social skill. This should be coupled with the ability to possess a personal understanding which includes the ability to deal with emotions, general performance, as well as the ability to demonstrate self-control, trustworthiness, adaptability and ability to lead others (Patterson et al., 2007). Hence, an individual can improve his or her communication by taking responsibility and accountability as a virtue that connects ethics and integrity.
iv. Reading between the lines: The ability to read between the lines is another essential communication technique in the leader-follower relationship. This allows an individual to reflect upon their ideas and thoughts in the conception stage before they present them to their followers. Ultimately, this ensures they become aware of the implications of their ideas, opinions, and thoughts to their followers. As such, an individual can evaluate his or her communication by determining whether he or she reflects upon their communication content before conveying it to their followers. An individual must be reflective of their thoughts and ideas in order to challenge assumptions (Lokhorst, 2016). This is an imperative initiative since it allows leaders to think strategically by conducting an evaluation of their business model, organizational and staff structure, and customer base.
THE ROLE OF A LEADER IN GLOBAL ENVIRONMENTS AND CROSS-CULTURAL COMMUNICATION
All these communication strategies are essential in global environments and cross-cultural communication in the following ways:
First, effective communication entails the ability to communicate across cultures through appropriate ethical language while respecting others. Ethical concerns also contribute to the challenge of leadership in global working environments. Managers are expected to possess the ability to communicate effectively across cultures through using appropriate ethical language. This should be accompanied with respecting viewpoints of people from different cultural groups in the workplace. The shifting scope of businesses’ operation from local and regional contexts to increasingly global contexts requires successful leaders to possess attributes such as cultural flexibility, emotional intelligence and economic competence, collaboration and control, and effective control (Myatt, 2012).
Employing ethical principles in global working environments also includes the need to eliminate discrimination and harassment, navigating cultural, linguistic, and economic differences, operating in an insightful manner at a personal level, and providing honest information to all stakeholders in the leadership context. This, therefore, makes the leader communication styles imperative.
These communication strategies also enhance co-existence and positive relationships. This is by ensuring that leaders develop emotional intelligence and cultural flexibility, as well as fostering an environment that motivates followers by providing incentives and other necessities to achieve a desired goal (Lokhorst, 2016). The global working environments require the practice of embracing multiplicity or a mixture of individuals from a wide range of cultures, ethnic groups, religions, genders, and sexual orientations among others. Leaders are also expected to meet technological, economic conditions, labor conditions, and social and cultural standards. This is through understanding ethical concerns, customer needs and motivations, information, and choice available to the workforce, addressing globalization, and corporate governance concerns (Patterson et al., 2007). Those who want to improve their communication with respect to leader-follower relationship need to maintain continuous leadership skill development. This is vital in global working environments and cross-cultural communication.
WHERE TO BEGIN?
The communication strategies discussed provide invaluable lessons about leadership with respect to leader-follower communication relationships. To begin with, the changing nature of business operations from local to global environments has led to the evolution of the concept of leadership. The speed of change in all spheres of life demands an entirely different leader to lead in global environments and cross-cultural communication contexts. The leader must strive to adapt rapidly to change and be engaging in constant skill development to lead others to the desired direction. In all these, cultural flexibility is a fundamental leadership competency in global environments. It entails the need for one to demonstrate the ability to be willing to submit to another cultural way of life without feeling anxious or alien-like feelings. In the leader-follower relationship, emotional intelligence is one of the communication imperatives. One must, therefore, demonstrate a deeper understanding of their emotions, weaknesses, strengths, drives, and reactions to problems to know how to handle themselves in different situations. This is particularly important when interacting with individuals from diverse cultural backgrounds. Of ultimate importance in improving communication with regard to the leader-follower relationship is the ability to read between the lines. This is an essential communication technique in the leader-follower relationship because it allows an individual to reflect upon their ideas and thoughts in the conception stage before they present them to their followers. This is the most important stage for if the leader does not get it right here it will not carry over well to the followers.
How you start a project could very well be how you end one.
In essence, the beginning is the end.
Lokhorst, J. (2016). The secret to successful organizational change. Outcomes Magazine. Retrieved from http://www.christianleadershipalliance.org/about
Myatt, M. (2012). 10 communication secrets of great leaders. Forbes. Retrieved January 11, 2017, from http://www.forbes.com/sites/mikemyatt/2012/04/04/10-communication-secrets-of-great-leaders/3/#1be23a634c91
Patterson, K., Dannhauser, Z., & Stone, A. G. (2007). From Noble to Global: The Attributes of Global Leadership. Servant Leadership Research Roundtable. Retrieved from https://www.regent.edu/acad/global/publications/sl_proceedings/2007/patterson_dannhauser_stone.pdf
Communication concepts in the leader-follower relationship are important because they provide a clear presentation of some helpful techniques about how individuals can evaluate their own communication abilities. Most importantly, one can improve his or her own communication skills by adhering to developing and earning trust by acting, thinking, and decision making in the right manner, learningPriscilla J. DuBose Articles
Information-sharing meetings, also known as staff meetings, are one of the most common meetings held by organizations, and for good reason; communication is the lifeblood of any organization. When everyone within an organization knows the same key information, then there will be alignment and synchronization between different members of the organization (Davis 2001). Meetings can be a tool used to codify strategic objectives, posturing teams for organizational effectiveness. Meetings are held by managers at various levels of an organization to disseminate pertinent information to subordinates or lower-level managers. Staff meetings are a great venue for discussing organizational changes, collecting updates on complex projects and communicating organizational expectations with employees.
In many cases, new managers are unaware of when meetings are appropriate. Some never hold meetings and just communicate electronically, whereas others hold multiple meetings per day or per week. Holding ineffective meetings cultivates a disdain for meetings and stagnates productivity. Ineffective meetings can cripple operations and organizational effectiveness, leading to potential profit losses, eclipses in project timelines and poor organizational morale. Below are keys managers can utilize to drive staff-meeting success.
Key #1 - Know if a meeting is required: If you get a reputation for conducting useless meetings, the busiest and best people won’t show up (Booher, 2012). Managers should establish open-door policies and promote an environment where communication is free and unhindered. Managers shouldn’t use meetings as the only source of communication with team members. A manager who holds meetings to communicate information that’s not applicable to the team displays a lack of concern for others’ time, creating a negative perception of meetings. This eventually leads to lack of participation, absenteeism or subordinates wanting to provide written inputs to the meeting instead of attending. Hold a meeting when collective feedback is warranted.
Key #2 - Create an agenda: Organization is the cornerstone of meetings. Agendas are a key ingredient to the recipe of successful meetings. There may be criticism that an agenda will make the meeting too formal and that participants may not have the opportunity to freely express their thoughts but that’s not true if the meeting is facilitated effectively. An agenda is an outline that helps the facilitator to keep the meeting focused and on target. When a meeting is focused and targeted, it facilitates problem solving and information dissemination. Always make a list of agenda items according to their importance (Parker 2006). Listing items according to their importance helps the facilitator ensure there is sufficient time to discuss the most important items. It is highly inefficient for subordinates to leave their desk and convene around a table to discuss items of low importance that could have been discussed via electronic correspondence. The agenda should be sent out as far in advance as practical so participants can contribute appropriately.
Key #3 - Ensure that participants know their roles: Often times multiple representatives from a department will attend a meeting and it’s not clear who is speaking on that department’s behalf. This can degrade the quality of the meeting experience as the ambiguity of who officially represents a department can distract from the main points and throw participants off track. There should be a person identified to record outcomes and solutions as meetings are often used to assign tasks and distribute information. The minutes are a solid method of identifying who is accountable for the outcomes and suggestions made during the meeting.
Key #4 - Select an Appropriate Venue: The venue of the meeting is imperative to its efficacy. When a meeting location is conveniently located and properly prepared, it’s easy to overlook the logistical planning and effort applied to it. Ineffective meetings are partly the result of poorly planned logistics, location and preparation. Handling logistics is like a backdrop to a play; few notice unless something goes wrong (Davis 2001). The chair of the meeting should select a place that’s centrally located to all participants and annotate it on the agenda. The room should be equipped with all the appropriate equipment and media i.e. climate-controlled room, projectors adequate lighting, meeting table and comfortable seats. A proper venue postures all involved for success.
Key #5 - Get everyone genuinely involved: Most meetings are considered boring which drives low participation and effectiveness. To make meetings productive, the participants should be engaged and the team leader or facilitator should bring everyone into the discussion. The facilitator can accomplish this by empowering members of the team and earnestly soliciting their inputs. Develop a thought of the day to open the meeting and rotate that responsibility among team members. This increases engagement, provides members with a stake in the meeting and makes the meeting fun.
Key #6 - Chair with balance: An effective chair will demonstrate the ability to articulate the principles of fairness, equality and common sense in a clear and compelling manner (Mina 2000). Set clear ground rules for participation at the inception. Meetings can be derailed when participants talk out of turn and endlessly debate.
In today’s fast paced business world, it’s become increasingly challenging to work and communicate across organizational structures and operational demands. Managers must be highly skilled practitioners of time management, by ensuring they facilitate meetings that are highly productive and not detested by team members. These six steps can help managers ensure that the team gets the most out of staff meetings.
Booher, D., & Booher, D. (2012). Tip 1. In Leading effective meetings 72 tips to save time, improve teamwork, and make better decisions.
Davis, J. H. (2001). Planning and leading productive meetings.
Mina, E. (2000). The complete handbook of business meetings.
Information-sharing meetings, also known as staff meetings, are one of the most common meetings held by organizations, and for good reason; communication is the lifeblood of any organization. When everyone within an organization knows the same key information, then there will be alignment and synchronization between different members of the organization (Davis 2001). Meetings can be a tool usedJonathan McRoy, M.S., CM, CLC Articles
- Employee engagement
- Employee motivation
- Leadership Development
- Leadership Principles
- Leadership Styles
- Leadership Tips
- Management development
- Organizational Culture
- Organizational Design
- Organizational leadership
- Personal leadership
- Sales Techniques
- Servant leadership
- Transformational leadership
- Workplace Challenges