Leadership from a communication perspective

Leadership is integral to the success of any organisation. Leaders shape the vision, inspire employees, and develop strategies that steer a company toward its goals. In the past, effective leadership was closely tied to operational processes and technical expertise—what we often refer to as hard skills. However, leadership is indeed, first and foremost, a communication-based activity. True leadership success lies not only in making sound decisions but also in the ability to communicate effectively these decisions to the team and foster an environment where employees feel valued and understood.

As former PepsiCo CEO Indra Nooyi once stated, “If you cannot simplify a message and communicate it compellingly, you cannot inspire the masses to follow you.”

In this article, we will explore key concepts related to leadership communication, walk through the typical communication process, and examine potential barriers that can affect effective communication. Additionally, we will discuss the different dimensions of leadership communication styles and provide insights on how leaders can improve communication within an organization.

What is Communication?

When we think about communication, we might think of:

• How we communicate – talking, texting, writing or making phone calls

• What we communicate – to let people know how we feel and what we think

• Why we communicate – studying, working or ordering a meal at a café

Indeed, at its core, communication in any circumstance revolves around two fundamental concepts: “exchange” and “meaning.”

• The word exchange implies that communication always involves at least two people

• The word meaning highlights that communication goes beyond the how, what, and why. It is about sharing and making sense of information, data, and messages—a process encompassing what a person can see, hear, perceive, and much more.

Since humans are inherently social beings, and cooperation is vital for our survival and well-being, communication plays a crucial role in forming social connections and fostering relationships. In essence, communication is everywhere—it is fundamental to our existence and a central part of what it means to be human.

Forms of Communication

As communication involves the exchange of symbols between participants, these symbols can take place in the following forms:

• Nonverbal communication – facial expressions, gestures, posture, eye contact, touch

• Verbal communication – face-to-face interviews, conversations over the phone or video calling

• Visual communication – infographic, slide presentations, graphs and charts

• Written communication – emails, letters, books, blogs and articles

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Yet, there are still other ways to look at communication beyond the four main categories mentioned earlier. These include:

• Intrapersonal communication (an individual’s dialogue)

• Interpersonal communication (collaboration and group work)

• Mass communication (communication at a social scale)

• Formal communication (structured and professional exchanges)

• Informal communication (casual conversations)

Communication Process

Communication is described as a system involving at least two people working together to create and share meaning. However, the process itself is often complex and dynamic.

Typically, the communication process can be explained in the following steps:

• Sender – The communication process begins with the sender, the person or entity that initiates the message. The sender formulates the idea they want to convey.

• Encoding – The sender converts the idea into a format suitable for transmission, such as spoken words, written text, images, or gestures. This is known as encoding.

• Message – The encoded information is referred to as the message, which is the content being communicated.

• Media – The message is then transmitted through a medium or channel, such as verbal speech, email, text messages, or social media platforms.

• Noise – During transmission, the message may encounter interference or barriers, known as noise. Noise can be physical (e.g., background sounds), psychological (e.g., preconceived notions), or technical (e.g., poor signal quality).

• Receiver – The message will eventually reach the receiver, who interprets and processes the incoming information.

• Decoding – Next, the receiver translates the encoded message back into a meaningful idea or understanding, completing the communication cycle.

• Feedback – After decoding, the receiver responds to the message, providing feedback to the sender. Feedback ensures that the sender knows whether their message was understood as intended.

This process is influenced by factors such as context, cultural differences, emotions, and potential barriers, making it a dynamic and evolving interaction.

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Major Barriers to Effective Communication and Messages

According to the communication model theory, information is expected to flow seamlessly from the initiator to the recipient. However even when individuals communicate with the best of intentions, messages can become distorted due to ambiguity, misinterpretation, or a lack of shared understanding of the meaning.

The following barriers can disrupt the effective flow of communication:

• Number of stages – The more stages a message passes through, the higher the risk of distortion or loss of clarity.

• Time constraints – Insufficient time for the message to move through an organization can result in rushed or incomplete communication.

• Lack of understanding – Misinterpretation of the message’s meaning can hinder effective communication.

• Message shortening – People may condense messages, omitting key details, making it harder to convey full information.

• Information overload – Receiving too much information at once can overwhelm the recipient, reducing their ability to process and retain key points.

• Information scarcity – Insufficient information can leave the recipient unable to fully understand or act on the message.

The Dimensions of Leadership Communication Style

Researchers have come up with a number of leadership communication styles, which can be broadly categorised into two primary communication models:

Authoritarian, Democratic and Laissez-Faire Leadership

The impact of authoritarian, democratic and laissez-faire leadership communication styles on group outcomes was first studied by Kurt Lewin, Ronald Lippitt and Ralph White. They pointed out that:

• Authoritarian leader exercises strict control over followers by directly regulating policy, procedures and behaviour. These leaders believe that followers cannot function effectively without their supervision.

• In contrast, a democratic leader assumes that followers are capable of making informed decisions, and, therefore, engages in supportive communication that fosters interaction between leaders and followers.

• The third type of leadership communication style is known as laissez-faire, a French term roughly translated to “leave them alone”. This style is characterized by leaders withdrawing from their followers and offering minimal guidance or support.

The unique features and communication patterns of each leadership style are illustrated in the table below:

Source: Johnson, C.E. and Hackman, M.Z., 2018. Leadership: A communication perspective. Waveland Press, page 42.

From this perspective, leaders employing authoritarian communication are most effective when managing large groups and handling highly structured or straightforward tasks that require implementing strict compliance procedures with minimal need for follower initiative or commitment. This approach typically results in:

• High productivity over a short period of time

• Increased hostility, aggression, and dissatisfaction

• Reduced commitment, independence, and creativity among followers

On the other hand, democratic leadership is most effective for tasks that require participation, creativity, and commitment to decision-making. However, its primary drawback lies in being time-consuming and potentially inefficient when applied to large groups. Notably, this leadership communication style contributes to:

• Relative high productivity

• Increased satisfaction, commitment and cohesiveness

Lastly, the leader adopting a laissez-faire communication style may be accused of leadership avoidance. However, this leadership communication style can be highly effective with groups of motivated and knowledgeable experts. A group of medical researchers, for example, do not require direct guidance and produce better results when left alone. Otherwise, in an ordinary work environment, the laissez-faire leadership can result in:

• Decreased productivity and innovation

• Less satisfaction for most followers

• Increase followers’ stress levels

Task and Interpersonal Leadership

Closely related to the authoritarian, democratic, and laissez-faire leadership style is the task and interpersonal model, developed by several groups of researchers from the late 1940s until the early 1960s. This model proposes that leadership comprises two primary communication dimensions: task-oriented and interpersonal.

The leader who employs task-oriented communication is primarily concerned with the successful completion of task assignments rather than the people doing the work. Therefore, the task leader is highly authoritarian. On the contrary, the interpersonal leader emphasises relationships, teamwork, collaboration and supportive communication, which is similar to the democratic style.

Source: Johnson, C.E. and Hackman, M.Z., 2018. Leadership: A communication perspective. Waveland Press, page 48.

How Leaders Can Communicate More Effectively

Establish an appropriate working climate

The first step in improving communication is to establish a good working climate. This involves creating an environment where individual and organizational goals align rather than conflict. A flexible climate is key—when necessary, a strict, uncompromising discipline is used, while at other times, work experiences are structured to support personal growth and self-development.

Encourage feedback

Expecting subordinates to provide negative feedback or communicate bad news can often be an intimidating task for many employees. The fear of repercussions, damaging relationships, or being misunderstood can discourage open and honest communication in such situations.

Below are practical suggestions for leaders to encourage accurate and constructive feedback:

• Express a Desire for Feedback – Communicate clearly that feedback is valued, whether it’s positive or negative.

• Specify Feedback Areas – Discourage feedback that consists of idle talk or personal grievances unrelated to organizational goals.

• Promote Feedback Through Silence – Use active listening and allow silence to encourage subordinates to share their thoughts.

• Pay Attention to Nonverbal Cues – Observe body language, facial expressions, and tone of voice, as nonverbal communication can indicate unspoken concerns or feelings.

• Schedule Regular Feedback Sessions – Proactively establish regular feedback sessions rather than relying on impromptu conversations.

• Encourage Feedback with Open-Ended Statements – Use phrases such as “Tell me more about that,” to promote meaningful dialogue.

Reduce communication misunderstandings

While many barriers can hinder effective understanding, Recognising the following four key obstacles that arise from misinterpreting messages can help minimize communication challenges:

Barrier #1: Misinterpretation of Word Meanings

• Same Words, Different Meanings—A supervisor may tell a team member that “the report looks fine.” For the supervisor, “fine” means the report is acceptable and ready for submission. For the employee, “fine” might equate to the need for improvement.

• Different Words, Same Meaning – “Soft drink,” “soda,” and “pop” all refer to the same thing but depend on the speaker’s background.

Barrier #2: Misinterpretation of Actions

Eye contact, gestures, and facial expressions can lead to incorrect assumptions. For instance, a person leaving a meeting quickly might be perceived as impatient when they might simply have another engagement.

Barrier #3: Misinterpretation of Nonaction Symbols

Nonverbal elements like clothing, possessions, or punctuality can influence perceptions. For example, a subordinate arriving late to a meeting might unintentionally signal disrespect, affecting how their message is received.

Barrier #4: Misinterpretation of Voice

The quality, intelligibility, and variety of the voice, as well as the overall impression the voice makes on others, pronunciation, volume, force, pitch, and so on, are all factors affecting understanding.

Promote consensus

While leaders sometimes have to make decisions independently, achieving consensus or agreement during group discussions is vital as it fosters higher satisfaction and morale. Genuine consensus encourages team members to willingly support and implement new policies, creating a sense of shared ownership and commitment.

Below are five research-based suggestions for achieving consensus in group settings:

• Clarify the Discussion: Ensure that the group’s focus is clear, structured, and concentrated on one issue at a time

• Use Process Statements: By facilitating and validating contributions, process statements guide and stimulate discussions, making discussions more efficient and satisfying.

• Seek Different Views: Good leaders often learn from their subordinates and serve as role models by demonstrating openness and avoiding being overly opinionated.

• Use Group Pronouns: Cohesive groups that successfully reach consensus tend to use collective language, such as “we,” “our,” and “us” rather than “I,” “me,” and “my”.  

Bottom Line

In summary, effective leaders understand the critical role of communication and adjust their leadership communication behaviour to fit the situation. Communication problems can negatively affect the organization, team dynamics, and project outcomes. As a result, responsible leaders must proactively address these bottlenecks by keeping channels open, establishing an appropriate working climate and employing techniques to enhance communication throughout their organisation.

References

Chris, D 2023, 12 Types of Communication, HelpfulProfessor, available at <12 Types of Communication (2024) (helpfulprofessor.com)>

Carmine, G 2022, How Great Leaders Communicate, Harvard Business Review, available at <How Great Leaders Communicate>.

Fielding, M., 2006. Effective communication in organisations. Juta and Company Ltd, pp.18-51

Johnson, C.E. and Hackman, M.Z., 2018. Leadership: A communication perspective. Waveland Press.

Kline, J.A., 2011. Leaders communicating effectively.