Communication in Leadership
The study discusses communication in leadership and analyzes that communication will help the leaders to motivate team members and people toward the goals and work. Good and effective communication skills support the development of better comprehension, as well as a belief among individuals, motivate them to mainly follow the values and principles that their team leader or supervisor wants to instill in them. Good communication skills are important to obtain trust and beliefs, align efforts and potentials in the pursuit of objectives, and encourage positive change (Ulutürk & Tayfun, 2019).
According to the opinion of Martins et al., (2018) communication in leadership consisted largely of information associated with the organization’s core values and culture. This information is important to the organization’s key stakeholders, involving the consumers, workers, shareholders, media, and strategic partners. When generally comes to language and communication from organization leaders are c important because of the direct effect on the relayed information about the transformations, mission, and vision of organizations. The most vital objective of “leadership communication” is to foster a sense of strong trust in the organization through the information coming from the organization leader, keeping workers focused and engaged in an appropriate direction.
According to the view of Martins et al. (2018), leadership and communication are two interrelated concepts that mainly are important to obtaining successful as well as top-quality group interventions in crisis or emergency conditions. This study presents leadership and communication best practices specifically in emergency circumstances.
The researcher describes that effective leadership and communication both are crucial in emergencies and responses, ensuring improved and better health results and enhancing patient safety in healthcare organizations. The existing study and literature on leadership and communication in emergency conditions have not been methodically analyzed and for this certain reason, the present recommendations are dispersed and also lack evidence. The systematic literature review’s main objective is to determine leadership and communication best practices in the time of need and emergencies mainly with the motive of creating evidence-based suggestions for practices. Additionally, in this study, the “emergency” this term involves all the circumstances that demand interdisciplinary teamwork and collaboration, and differentiated and advanced technical resources to mainly support life and people, in the emergency section and other clinical departments.
Communicating denotes “to put something in common” by utilizing several strategies utilized to transfer information or message. The initial axiom of people communication mainly states that any individual could not communicate or interact, so when more than one individual communicates, everything is perceived as communication. This research is specifically interested in intentional and verbal interaction during group work in important events.
Tampubolon & Harati, (2019) argued that leadership denotes “to give direction and guidance, “to go at the head of or have the top position in” and effective leadership skills and abilities in health organizations are necessary for more effective and efficient care delivery. Effective communication in leadership is perceived as a key part of healthcare quality, certainly when a group is required to give an organized and timely answer in an emergency. Good leadership is related to upgraded group work results in emergencies as well as increased staff engagement. “Emergencies” are mainly characterized by extreme uncertainty, ambiguity, complexity, and chaos, therefore requiring synchronized and also coordinated collective actions. The research has also presented some recommendations: group individuals should provide regular training and education on teamwork, the leader must have robust Communication And Relational Skills, an ethical, technical, and solid knowledge, as well as experience in leadership training and clinical practices, and leaders must know each individual and their limitations and skills.
Leadership and Communication in Emergency Conditions
Havidz & Gupron, (2019) asserts that Communication is perceived as a core and important function of leadership, meaning effective communication in organization and workplace. As well as effective leadership attributes are closely interwoven. Moreover, an effective leader of an organization is required to be a proficient and skilled communicator and instructor, applying that particular skill and abilities in relationships at the workplace, in groups, and larger communities. As per the Statista report that 57 percent of workers assert not being provided clear direction and guidance, and a total of 69 percent of supervisors are not warm communicating with the workers in general. The issues here mainly go beyond leaders lacking the skill and confidence levels required to be effective and successful leaders. Preferably, leaders and managers who are generally falling short or lack communication organization will have a great effect on employee motivation, productivity, and satisfaction level (Syakur et al. 2020). Without effective communication in leadership in the organization, a leader could not as well as should not await their workers to be connected and engaged in the task and organization. Keeping workers inspired as well as driven towards goals and success must remain a main priority for the leaders. Yet to motivate and encourage in the initial place, the leaders are required to foster and establish a robust communication line (Kim & Sim, 2020). A manager and leader of an organization, must think with clarity, disseminate information, and express concepts or ideas to a horde of people. An effective leader can manage the rapid information flows that spread within the workplace, and also between partners, consumers, and stakeholders.
Effective leadership needs knowing and understanding of how to interact and communicate with different people in the workplace including managers, investors, employees, and consumers (Yue, Men & Ferguson, 2019). Each individual may need a distinct communication as well as leadership pattern, and even leaders must be capable of adapting and adjusting based on the individuals they are interacting and communicating with at a particular time. The study has also analyzed that there are effective communication principles of leadership that universally drive success and collaboration. Powerful leaders of organizations understand the value and usefulness of these qualities:
Effective communication in leadership is simple and clear. Leaders don’t be unclear when discussing with the individuals what they want from the team. Communicate understandably the objectives of the work, how long they anticipate it to take or accomplish, any type of resources leaders will require, and relevant knowledge that may support streamlining the procedure (Wikaningrum & Yuniawan,2018). Leaders lose productivity and efficiency when individuals have to rotate back around them for clarification and explanation of vital information.
Powerful leaders are clear and transparent in their communications. Leaders want their group and team individuals to trust and believe not just what leaders say but actually what leaders mean. When leaders could not share specific details, they are required to come up with all details and deliver them because unclear answers or half-truth answers procreate anxiety and distrust. Both in good and bad times, honesty and integrity build trust.
Effective Leadership and Communication in Healthcare Organizations
The most crucial “principle of effective communication” is the potential and capability to motivate those people who are around them. Supervisors and leaders have a perception and vision that they want to accomplish with the support of their team (Lee, & Chon, 2020). Moreover, it’s up to them to rally their group around that objective and support them enfold the vision as well as to perform hard to the objectives of their organization.
Effective and good communicators never presume that the information an individual hears and listens to is the right one they want to deliver. Leaders check to substantiate that their information was understood appropriately and whether this was not, leaders don’t blame the listeners. Instead, the leaders transform things up as well as try again. Moreover, great leaders and supervisors make an error, they accept it appropriately (Mukhtar, Risnita & Prasetyo, 2020). The leaders are responsible for the action and words and leaders do it mainly without false humility.
Leaders hardly have the magnificence of speaking and communicating to one individual at a time, thus the other people learn and know how to make each feel as they communicate directly and clearly, They make all individuals in space feel important. Moreover, getting to understand the individuals more based on a personal level and also acknowledging them will effectively work in getting the group behind the vision (Lee & Kim, 2021).
Conclusion
It is concluded that steady communication and interaction from leadership can enhance individuals’ and employees’ engagement, morale, and support to drive organizational transformations. Communication highly supports leaders to build trust, resolve issues, build better relationships, enhancing productivity, and encourage team building. Communication skills in leadership are crucial because the leaders promote cooperation among individuals and group members as well as between teams.
References
Havidz, H. B. H., & Gupron, G. (2019). DETERMINATION OF EMPLOYEE PERFORMANCE: PERCEIVED ORGANIZATIONAL SUPPORT, COMMUNICATION, AND LEADERSHIP STYLES (A HUMAN RESOURCE MANAGEMENT LITERATURE STUDY). Dinasti International Journal of Digital Business Management, 1(1), 116-131.
Kim, A. Y., & Sim, I. O. (2020). Mediating factors in nursing competency: A structural model analysis for nurses’ communication, self-leadership, self-efficacy, and nursing performance. International Journal of Environmental Research and Public Health, 17(18), 6850.
Lee, Y., & Chon, M. G. (2020). Transformational leadership and employee communication behaviors: the role of communal and exchange relationship norms. Leadership & Organization Development Journal.
Lee, Y., & Kim, J. (2021). Cultivating employee creativity through strategic internal communication: The role of leadership, symmetry, and feedback-seeking behaviors. Public relations review, 47(1), 101998.
Martins, J. C. A., de Sousa, A. C. V., Abrantes, A. R. D., da Silva Pinto, C. S., de Almeida Gomes, C. I., Martins, D. J. O., … & Fernandes, M. I. D. (2018). Communication and leadership in emergencies: Systematic literature review and recommendations for practice. Clin Nurs Stud, 6, 55-62.
Mukhtar, M., Risnita, R., & Prasetyo, M. A. M. (2020). The influence of transformational leadership, interpersonal communication, and organizational conflict on organizational effectiveness. International Journal of Educational Review, 2(1), 1-17.
Syakur, A., Susilo, T. A. B., Wike, W., & Ahmadi, R. (2020). Sustainability of Communication, Organizational Culture, Cooperation, Trust and Leadership Style for Lecturer Commitments in Higher Education. Budapest International Research and Critics Institute-Journal (BIRCI-Journal), 3(2), 1325-1335.
Tampubolon, M., & Harati, R. (2019). Role of organizational culture, communication, and leadership style on job satisfaction. International Journal of Research in Business and Social Science (2147-4478), 8(5), 308-315.
Ulutürk, B., & Tayfun, R. (2019). The Roles of Transformational Leadership, Communication Competence and Communication Satisfaction on Employees’ Job Satisfaction. Journal of Communication Theory & Research/Iletisim Kuram Ve Arastirma Dergisi, (49).
Wikaningrum, T., & Yuniawan, A. (2018). The relationships among leadership styles, communication skills, and employee satisfaction: A study on equal employment opportunity in leadership. Journal of Business and Retail Management Research, 13(1).
Yue, C. A., Men, L. R., & Ferguson, M. A. (2019). Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public relations review, 45(3), 101779.
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