Communication is very significant in leadership. As a matter of fact, leadership in many ways starts with communication.
Leaders must be able to bring across their ideas lest they face a diminishing audience for their efforts.
Communication is something we do everyday, yet it can be complex. It can be verbal or non-verbal; intentional or
non-intentional; formal or informal (Shriberg & et. al. 2002). There are also different approaches in which communication
can be put forth, such as in person, through phone calls or even emails. It is also important that leaders know how to listen
(Shriberg & et. al. 2002). Leaders must be sensitive to the underlying dynamics of every conversation and be proficient
in choosing the media through which the conversation is done.
John E Pepper, the chairman of the board of Procter & Gamble, expresses his thought on leadership and says that
personally felt vision and goals are important in an effective leadership. He, too, states that once the vision is in place,
the leader must then have the capacity to inspire others in its pursuit not blindly but with enough fervour to achieve the goals. (see
Shriberg et. al. 2002, pp.45-48)
Maureen Kempston Darkes, the first female president of GM Canada, speaks about the magnitude of a leader providing
clear vision, motivation and guidance. To that, she adds that leadership is also about counseling and mentoring, where the
end result is creating an environment where people can fully participate. Besides, leaders must also listen to the workforce
and must be willing to appreciate constructive feedback. (see Shriberg et. al. 2002, pp.48-50)
As can be seen, both successful individuals have pinpointed the value of good communication at the heart of leadership.
Here we will take an example of Donald Trump’s application on communication. Trump constantly interrupts, commands,
directs, instills fear, controls and makes all the decisions. In the TV reality show, The Apprentice, he does all those and
appears in control and powerful. But in reality he can also be interpreted as a bad boss - bad as in dictatorial, demanding
and controlling.
This brings us to another topic – charismatic leadership.
Charismatic leadership means literally, leadership that has a magnetic effect
on people (Kouzes & Posner 1987). It involves a relationship between a leader and the persons being led in which the
leader is believed to possess inspirational charismatic qualities. Charismatic leaders work methodically at refining the relationship
with his group members through impression management and taking steps to create a flattering impression (Minaee 2005). Their
perceived charisma is based on their ability to communicate. Again, this proves that skilled use of communication is central
to leadership.
According to Shriberg & et. al. (2002), a charismatic leader can inspire others to turn around a failing business
or even to overthrow a corrupt leader because he possess the skills, intellect and courage to view the world differently and
to inspire others to follow them in seeking changes. This statement is buoyed up by Robert House’s Theory of Charismatic
Leadership 1977. House highlighted the nine charismatic effects, which are:
- Group members trust in the correctness of the leader’s beliefs.
- Similarity of group members’ beliefs to those of the leader.
- Unquestioning acceptance of the leader.
- Affection for the leader.
- Willing obedience to the leader.
- Identification with and emulation of the leader.
- Emotional involvement of the group members or constituents in the
mission.
- Heightened goals of the group members.
- Feeling on the part of group members that they will be able to accomplish, or contribute
to, the accomplishment of the mission.
