Managerial Communication: The Link Between Frontline Leadership And Organizational Performance
by Zia Ahmed, Frank Shields, Rayondraous White, Jessica Wilbert
Employees make significant contributions to the overall success of an organization, and their contributions are valuable in both public and private entities. Research shows that organizational performance markedly improves when communication is permitted to flow uninterrupted and employees are empowered, provided incentives, and given the necessary resources to perform at an optimal level. Managers at the technical core of an organization are obligated to develop good working relations with their staff by providing them with a comfortable work environment and swiftly resolving issues that could possible hinder performance. In addition, FMs play a pivotal role in inspiring their subordinates to maximize efficiency and enhance productivity. The spirit of teamwork among employees correlates with the inspirational leadership role of management. FMs should lead and motivate their staff to perform at a level that inspires them to achieve the goals and objectives set forth by the organization. A general definition of leadership is the ability to motivate subordinates to do their jobs willingly, without coercion or harm to themselves or to others. The practice of effective communication is a leadership attribute that facilitates FMs in becoming the prospective leaders of their organizations. In this paper, we view communication from a transmission perspective--meaning, communication can be seen as a linear relationship between a source and a receiver.
Bell and Martin (2008, p. 130) define managerial communication as "the downward, horizontal, or upward exchange of information and transmission of meaning through informal or formal channels that enables managers to achieve their goals." The performance of visionary organizations is linked to their FMs' efficient and effective use of communication, which...