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Running head: COMMUNICATION SKILLS IN LEADERSHIP
Communication Skills in Leadership
Carrie G. Connolly
Virginia Commonwealth University
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Communication Skills in Leadership
Strong leaders must continuously assess their leadership strengths and weaknesses as
well as have an understanding of what skills need to be acquired in order to reach their
leadership goals. Through my 360 evaluation, which compiled feedback from colleagues,
supervisees, my supervisor and myself, I was able to identify my most effective areas of
leadership. Communication skills were one of my highest rated areas of leadership.
Communication skills are an essential component of leadership in any profession. Leaders must
send information to their followers in a manner, which allows the recipient to interpret the
information and give it meaning to the organization (Grover, 2005). Communication skills are
more complex than simple conversations or email correspondence, and effective leaders need to
be intentional about conveying the vision of the organization in each interaction. Using effective
communication skills is the way to create trust between the leader and followers as well as
establish employee commitment to the organization. Trust and commitment are needed to have
buy-in to the vision and support organizational success.
Personal Reflection
I believe a leader is someone who cannot only build a vision, but a leader is also someone
who can create and implement a mission and goals to support that vision. Creating a vision is a
challenging process, and the implementation of the mission and goals requires followers who
believe in the leader and the leader’s vision. In such a complex situation, a leader must have a
skill set that allows the leader to work through the process efficiently and effectively. Working
in higher education, I often see the dean position creating the vision and the associate dean
position creating the mission and goals. However, most deans serve in an associate dean
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position before taking on a dean’s role, and thus, they do have the skill set to create a vision,
mission and goals.
As I plan to continue my work in higher education, it is essential for me to have a strong
understanding of the skills needed to reach a dean’s level position. To begin, I must also have an
understanding of my current leadership abilities. My 360 evaluation shows my leadership
strengths are teamwork, oral communication and organization. I believe this is an accurate
representation of my leadership abilities. I value creating relationships, and I entered the field of
higher education to work with people. My organization skills assist me with time management
and project planning. The ability to work on a team and stay organized are key factors in my
success of oral communication. I can speak confidently in a team setting knowing that I am well
prepared and trust the individuals on my team. My strong communication skills allow me to
work with others in my office to reach our organizational goals.
I believe that organization, teamwork and communication create a solid framework for
strong leaders. However, I believe communication skills are the most essential. Without
communication skills, leaders are unable to form relationships for teamwork or share their vision
with others. Basic leadership skills such as honesty, integrity, trust, and empathy cannot be
expressed without communication skills. It is important to note that communication skills can be
verbal and non-verbal as well. A leader’s words, verbal and written, in addition to actions
communicate with followers. As I learn more in my position and my confidence level grows, I
am able to communicate more efficiently with others. The growth in communication skills will
allow me to reach the next leadership level in higher education.
Literature Review
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Effective communication can change the perception others have of a leader. Effective
communication can be defined as the ability of a leader to have conversations with others, which,
in turn, resolve an issue and work towards the vision of the organization (DeKay, 2012).
Linney (1995) notes that leaders who speak effectively are seen as excelling leaders in their field.
In addition, effective written communication can also create more credibility for the leader
(Linney, 1995). However, leaders should remember that often it is not what the leader actually
says, but rather what the followers hear which makes an impact (Garbo, 2011). Leaders must
balance being able to relay information and solve problems without micromanaging employees.
Garbo (2011) explains that empowering employees rather than micromanaging creates a stronger
investment in the organization’s vision and can enhance employee performance.
Before understanding how a leader can effectively communicate, one must understand
the definitions of a vision and mission. A vision is where the organization wants to be, whereas
a mission is a statement of how the organization will achieve the vision (Garbo, 2011). A
mission may also be accompanied with several goals that break down the mission into daily tasks
or measurable outcomes. Leaders should use their vision to assist in making decisions and
communicating those decisions with employees (Garbo, 2011). Garbo (2011) suggests holding a
staff meeting to share the vision of the organization with employees. This meeting will help
establish trust between the leader and employees and creates clear expectations of performance.
Employees can be given time to share their opinions on the vision and work together to create a
mission of the organization to support the vision. Empowering the employees to create the
mission will facilitate discussion about the vision as well as establish commitment to the values
of the organization (Garbo, 2011).
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Leaders must model the way by participating in discussions and showing commitment to
the vision as well. Communication skills are not limited to only verbal and written
communication. A key component of communication skills is on the receiving end, active
listening. Linney (1995) describes active listening as paraphrasing back to the speaker to ensure
the receiver understood what was said. Paraphrasing allows the receiver to take the spoken
information and put meaning to it (Grover, 2005). Grover (2005) encourages the use of
clarifying questions, which are open-ended questions that confirm understanding and ask for
additional information. Clarifying questions should encourage employees to continue their
response and thus, continue to build relationships with the leader (Grover, 2005). In addition,
active listening requires giving the receiver proper attention, such as good eye contact, and nonverbal cues, such as a head nod (Linney, 1995). The use of active listening will enhance
communications between the leader and employee, and thus, it will work towards strengthening
the organization to reach the vision.
Strong Communication Skills
Communication skills allow leaders to share the vision of the organization, but
communications skills also allow individuals to share personal goals. For example, the interview
process requires the leader to share the values of the organization, and at the same time, the
applicant is sharing personal values in hopes that the two align. Leaders need to be able to entice
strong applicants by sharing the organizational goals in a unique way, and the applicant must
also entice the organization in order to receive an offer (Linney, 1995). Grover (2005) states that
open-ended questions are the most effective way to communicate in an interview. Open-ended
questions force the applicant to give the interviewer more than a one-word response. This allows
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the organization to gather as much information about the applicant before making a hiring
decision. Having a strong staff of dedicated workers is a necessity to any organization.
In addition to hiring decisions, leaders must make employee performance evaluation
decisions. Leaders who have strong communication skills and clearly outline job responsibilities
will navigate this process much more efficiently than those who failed to communicate
performance expectations from the start (Garbo, 2011). Garbo (2011) believes that a training
manual outlining the organizational goals and vision is a strong way to communicate
expectations with employees. This will help avoid confusion and allow the employees to begin
making decisions based on the goals set forth in the manual. DeKay (2012) stresses the
importance of effective written communication, which is often overlooked. Effective written
communication is needed for the creation of a training manual and written performance
evaluations.
Similar to performance evaluations, written and verbal communication is helpful in
conflict resolution. Linney (1995) asks leaders to rely heavily on active listening skills in order
to resolve the conflict between employees. In addition to active listening, Grover (2005)
encourages leaders to take a moment to reflect before tackling conflict resolutions. Effective
communicators are able to keep their eyes on the vision of the organization and resolve situations
in order to keep employees satisfied and working towards the organizational goals. Conflict
resolution uses several communication strategies, such as asking open-ended questions, showing
empathy, and keeping a calm setting (Grover, 2005).
Weak Communication Skills
While communication skills can help leaders with challenging situations, such as
employee conflicts and performance evaluations, communication skills can also hinder a leader’s
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success. Even if a leader speaks well, if the employees are not listening, then the leader is failing
to communicate effectively. Lack of trust prevents employees from interpreting the information
and applying meaning to it. First, leaders need to create a connection with employees to
establish trust (Grover, 2005). Grover (2005) cautions leaders against using too much selfdisclosure as it may push people away. One way to build trust is to show empathy, an
understanding of the situation from the other person’s perspective. However, if the empathy
moves to sympathy, the leader may loose sight of the overall vision, and thus, not be
communicating effectively (Grover, 2005). Learning empathy and the correct level of selfdisclosure takes practice. Lastly, if a leader gives too much detail and structure when sharing a
vision, employees may feel that they are being lectured to and lack any autonomy in their
positions (Garbo, 2011).
Leaders need to have knowledge about their followers in order to understand how to
reach out to them, and it can be difficult if there is a large staff of diverse employees. For
example, the Millenial generation, people born between 1979 and 1994, are entering the
workforce and bringing new challenges. Millenials are described as being self-absorbed and
overly confident. This creates a rift between the older employees and new Millenial employees
as the organizational culture begins to shift (Myers & Sadaghiani, 2010). Leaders need to know
how to communicate with all employees. Myers and Sadaghiani (2010) discuss the challenges of
reaching out to overly confident Millenial employees. The leaders need to determine what
motivates the Millenial employees in order to establish trust and commitment to the organization.
One of the positive descriptions of Millenial generation is the perception that they are
more willing to work in teams and more accepting of diversity (Myers & Sadagiani, 2010).
Leaders may need to change the method of communication as Millenials are hired. A strong
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leader will be able to use the differences in the work ethics to enhance overall employee
performance and organizational success. Grover (2005) notes that different life experiences due
to generational gaps may result in miscommunication as recipients interpret the information
differently. In addition, gender may also play a role in how communication is received.
Research supports that women tend to speak more in requests, whereas men make more
demands. Women also use strong non-verbal communication through their body language.
Leaders need to be aware of differences and adjust their communication style to reach out to
their followers’ needs (Grover, 2005). The downfall is that even a strong leader may have a
follower interpret the message incorrectly. Communication strategies must be constantly
reevaluated in order to adjust to the staff’s needs.
Analysis
Communication skills are essential in any profession. Leaders must be able to express
their vision to employees in order to have everyone working towards the same goal. However,
leaders must also be communicating through their actions (Hamm, 2009). Garbo (2011) notes
that a leader who both effectively shares a vision and support that vision with actions, shows
interim integrity. Interim integrity is having one’s words align with one’s actions, whereas,
ultimate integrity is having values align with one’s self (Garbo, 2011). Leaders who are in a
position that creates meaning to their life and aligns with personal values, will be more invested
in an organization and able to share their passion with followers. Communication skills are
needed to share this passion.
Whether a leader’s actions are to share a vision with employees or a supervisor, holding
oneself to a higher standard of expectations creates more credibility in the leader. However,
leaders should communicate that they are still open to new ideas and available to listen
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(Clutterbuck & Hirst, 2002). Modeling the way can be an inspiration to followers, but a leader
should not communicate a firm level of hierarchy that prevents the exchange of ideas through
effective communication. Integrity is an integral part of leadership, and how integrity is
communicated can impact the organization.
It is no surprise that strong interpersonal skills are needed for effective communication.
DeKay (2012) states that while interpersonal skills are a form of communication skills, a leader
also needs basic leadership skills, such as time management, honesty and trust. Lencioni (2002)
believes that establishing trust is the first step in building any successful organization. Trust is
also needed for followers to be able to interpret the information the leader is sending. The leader
and followers needs a basic understanding of trust with each other in order to take risks and be
vulnerable while working towards the vision of the organization (Lencioni, 2002). Without the
trust, followers will not truly hear the message that the leader is communicating, and thus, the
overall organization will suffer.
Trust is an interpersonal skill that needs to be a priority as a leader learns how to
communicate effectively with followers. Clutterbuck and Hirst (2002) define trust as the
“emotional glue that binds leaders and followers together” (p. 352). Followers want to feel that
the leader cares about and supports the employees of the organization, and once this trust is
established the leader will gain more credibility with followers. If an employee can have a
positive outlook on how a leader will supportive during a time of failure while working towards
the common goal, trust has been created (Clutterbuck & Hirst, 2002). The credibility and trust
gained will positively impact organization performance towards the vision. When an employee
feels valued, the organizational culture and work environment is conducive to strong work
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performance. Employees will be able to approach leaders with concerns or new ideas and feel a
part of the work community.
In addition to establishing trust, leaders need to communicate in a manner that will also
build commitment to the vision of the organization. Creating commitment allows followers to
have a strong understanding and belief in the vision of the organization. Followers who are
committed to the vision will be able to make well-informed decisions and strive to achieve the
organizational goals (Lencioni, 2002). As a leader’s primary role is to have the organization
work towards the vision, communication skills are once again needed in order to create the
commitment to the vision.
A leader without strong communication skills may see followers who are confused about
the goals of the organization, and thus, make poor decisions that do not support the vision of the
organization. Clutterbuck and Hirst (2002) mention that leaders often believe the hard work is
done once the vision is created, but in fact, the hard work has only just begun. Leaders need to
be intentional in communications with followers to share the vision and be open to feedback. In
addition to employees needing to feel valued, employees must also believe that the leader has a
good understanding of the future of the organization and where the organization in headed
(Clutterbuck & Hirst, 2002). Commitment is more likely to be established if the employees
believe in the leader and the leader’s vision. The commitment will empower employees to strive
for excellence as they are invested in the vision.
Using communication skills to establish commitment and trust are valuable to leaders
seeking to enhance the overall organization, however, communication skills are also needed for
personal success. DeKay (2012) notes that interpersonal skills, which is a form of
communication skills, is one of the highest-ranking factors when individuals are considered for
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promotions. Theoretically leaders should be enhancing their communication skills with
experience, so it seems logical that in order to reach a higher level of leadership, one would need
to show growth in interpersonal skills. Individuals who are struggling to communicate
effectively can find several training seminars for enhancing interpersonal skills. A strong
educational background provides extensive written communication skills as well, but leaders
need to continue to enhance both written and verbal communication (DeKay, 2012). Leaders
who are able to communicate in numerous methods, verbal and non-verbal, will be able to reach
more followers and share the vision of the organization. Promotions may follow once a
supervisor takes note of this ability.
Conclusion
Effective leaders need to stay focused on the vision and values of the organization.
Communication skills are essential to effective leadership, but decisions regarding
communication strategies should be made with the vision of the organization in mind. Leaders
who are able to build trust with followers and establish commitment with employees to the
vision will see positive growth in the organization. Leaders who fail to use effective
communication skills may see a disgruntled workforce and confusion about the direction of the
organization. While leaders must embody several qualities and characteristics, effective
communication skills is one of the most pertinent to building a successful organization.
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References
Clutterbuck, D., & Hirst, S. (2002) Leadership communication: A status report. Journal of
Communication Management, 6(4), 351-354.
DeKay, S. (2012). Interpersonal communication in the workplace: A largely unexplored
Region. Business Communication Quarterly, 75(4), 449-452.
Garbo, J. (2011). Leading your practice. Seminars in Orthodontics, 17(4). 249-255.
Grover, S. (2005). Shaping effective communication skills and therapeutic relationships at work.
Official Journal of the American Association of Occupational Health Nurses, 53(4),
177-182.
Hamm, J. (2006). The five messages of leadership. Harvard Business Review, 84(5), 114-123.
Linney Jr., G. E. (1995). Communication skills: A prerequisite for leadership. Physician
Executive, 21(7), 48.
Lencioni, P. (2002). The five dysfunctions of a team. San Francisco, CA: Joseey-Bass.
Myers, K., & Sadaghiani, K. (2010). Millenials in the workplace: A communication
perspective on Millenials’ organizational relationships and performance. Journal of
Business and Psychology, 25(2), 225-238.