Communication is a vital element of organizational leadership, as without communication between organization members, there is no common purpose or plan. There are various ways to foster communication within organizations, and one of the best ways to get all people on one page is to have sector wide or organization wide meetings. Meetings bring people together as a group body, and the leader serves as the head of the body whose purpose is to empower group members to have a change to speak out about current concerns and to foster dialogue in the direction of finding working solutions (Clawson, 2008).
As far as my own sector is concerned, it is my experience that having regular weekly meetings with all members of the sector enables organization members the chance to communicate in a full and effective way. Communication Main communication through holding personal group meetings on a regular weekly basis has been the key to establishing essential dialogue between members of the sector. When one person does not attend a meeting or is not given a chance to express oneself, then the entire team is lacking what could be vital updates.
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It is important to consider the fact that all organizational bodies, groups of people working together in linked efforts, are strengthened by giving and receiving feedback regarding organizational issues. Members who disregard or are late to meetings, or in any way disrespect the holding of meetings, are privately informed of their duty to participate in meetings and are noted in upcoming evaluations. It is important for members of my sector to use telephones and emails as necessary, but face to face weekly group meetings are not option, as they are key to the stability and productivity of my sector.
Conclusion When organization leaders make the decision to hold meetings for their sectors or the entire organization, leaders are taking fundamental responsibility for the effective functioning of the group body. From an ethical perspective, it is important for progressive leaders to continually self evaluate in terms of how they are performing in better, fairer, and more humane ways (Northouse, 2008).
Fostering a climate in which communication is respected is a vital element of ethical leadership, and the holding of regular meetings is the first step in securing a time and place where all group members are face to face in language, feedback, and dialogue. Part II Introduction Organizational culture is an overarching term which calls attention to the ways in which leaders set the stage for a certain set of organization member behaviors. The culture of any organization is directly tied to the values of organization leaders.
Values may vary between organizations, yet three central values include having high performance standards, demonstrating a caring attitude about people, and fostering a sense of uniqueness and pride (Kouzes & Posner, 2007). When organization leaders are able to place faith in values such as these, then the culture of the entire organization is bettered and heads in more positive and constructive directions. Although goals are important, people put forth the energy which attains the goals, and people must be respected on an ongoing basis.
The culture of my own sector is empowered by my consistent effort to keep in mind these three essential values: performance, care, and pride. Culture As an organizational leader, it is my responsibility to lay the foundation for the cultural behaviors of organization members. By keeping in mind organizational values, I am aided in my daily interaction with others and helped in my efforts to put positive energy into everything that I do.
When I am successful at keeping an eye on essential values, then my behavior toward organization members is better and cultivates a culture of goodwill. When I lose track of important organizational values, then everything gets off track and sloppy, and the motivation of myself and other members is diminished. It is important to keep one’s mind on the values of performance, care, and pride, so that sector members feel comfortable, supported, and energized.
Although I am sometimes strict in my demands for high performance, I do not forget that benevolent and humane conditions promote organization success. Some of the most significant instances in my work environment are when I or others are able to praise the good work and success of someone in the sector. Conclusion Promoting a respectful and cooperative culture is an essential element of organizational success, and a vibrant culture is supported by a strong core of values.
From an ethical perspective, the actions, character, values, power, honesty, and goals of organization leaders are essential factors in supporting a rich organizational culture (Northouse, 2008). It is the attitude of organization leaders which are able to form a culture where people are able to work together well and support one another in joint endeavors. I am happy to say that most of the time I am able to promote the kind of culture within my organization that I would want other people to promote as well.
I keep in mind my own performance, care, and pride in my own personal endeavors, and I am also able to place this focus on other organization members in fostering a culture where people are both industrious and content. References Clawson, J. (2008). Level Three Leadership: Getting Below the Surface. Upper Saddle River, New Jersey: Prentice Hall. Kouzes, J. & Posner, B. (2007). The Leadership Challenge. San Francisco: Jossey Bass. Northouse, P. (2008). Introduction to Leadership. Thousand Oaks, CA: Sage Publishing.
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