Communication Strategies for Leaders Essay

A leader must be able to communicate effectively. When asked to define leadership, theorists and practitioners alike frequently use the words â€Å"influence,† â€Å"inspire† and â€Å"transform,† all of which depend on communication, verbal and nonverbal. Leaders lead through their words and actions. This text focuses on both, thus the emphasis throughout on emotional intelligence, the ability to understand the self and others (Barrett, 2011). Effective leadership communication requires the ability to anticipate to the potential interruptions in the transmission of the message, appreciate the context, understand the audience, select the right medium and craft a clear message that allows the meaning to reach the specific receiver as intended (Barrett, 2011). In my quest to achieve superior communication leadership skills I have had the opportunity to assess and evaluate my effectiveness in communication leadership. This personal assessment has indicated I must become more strategic as strategy is the foundation on which any effective communication depends on. Leaders must be able to analyze their audience in every situation and design a communication strategy that facilitates accomplishing their communication. Communication is critical to every organization and for any aspiring leader. I plan to be strategic in developing a plan to be a more effective communicator by reaching out to external constituents as that is an area for communication improvement. Overall, effective communication strategy depends on ones thinking and planning strategically understanding your audience, and structuring your communication for different situations, delivery methods, and audiences to ensure that you connect with your audience and deliver your intended message (Barrett, 2011). III. As a leader and manager in my organization I take pride in being an effective leader and communication. I have been at my non-profit organization for the past 6 years and have made significant improvement and learned to grow my communication skills. Owens (1998) mentions two key features of leadership which are: (1) the engagement of persons in a process that identifies them with goals, and (2) the potential to change the institutional environment (e.g. values, beliefs, etc.) by implementing diversity goals into the organizational culture. At the same time, I am a leader that promotes integrity to motivate ethical behavior across the entire organization. Also, it is important for me to create an open environment in which followers and employees feel free to speak up and come forward to me when any action needs to take place. Overall, I am always striving to be a better communicator in all situations as it teaches as I want to be recognized by others as a transformational leader. I consider my oral public speaking skills to be my major strength when communicating to internal colleagues at my organization. I am always poised to conduct presentations and participate in public speaking engagements. I always maintain a sense of confidence and take pride in my public speaking skills. At the same time, I feel much more comfortable in situations where I can communicate effectively with my team members and demonstrate my dynamic skills to engage them effectively. I tend to be a coach and a motivator among my employees. I use different means to get my employees to want to be better at their duties and take full ownership of their tasks and goals. I also have a lot of confidence in being able to utilize my skills in dealing with others feelings and communicating with them solutions to help them with their particular situation. I would consider my interpersonal communication skills with external relations as an area for improvement. I tend to be an extrovert when it comes to public speaking and very confidant with communicating with large audiences but I tend to be introverted when it comes to communication in smaller groups or individual communication with members of external organizations. Barrett (2011) suggests that selecting the right spokesperson to deliver external messages can be almost as critical as the message themselves. I need to work on this part of my communication leadership by participating in more social and networking events to work on my confidence in communicating with external constituents. I also plan to travel more with my executive leadership team and attend meetings and events to get a better understanding of how to communicate more effectively in my external communication. Improvement Goal Effective leadership communication requires the ability to anticipate to the potential interruptions in the transmission of the message, appreciate the context, understand the audience, select the right medium and craft a clear message that allows the meaning to reach the specific receiver as intended (Barrett, 2011). I always maintain a sense of confidence and take pride in my public speaking skills. At the same time, I feel much more comfortable in situations where I can communicate effectively with my team members and demonstrate my dynamic skills to engage them effectively which include motivating and coaching. I would consider my interpersonal communication skills with external relations as an area for improvement. I tend to be an extrovert when it comes to public speaking and very confidant with communicating with large audiences but I tend to be introverted when it comes to communication in smaller groups or individual communication with members of external organizations. I have action steps in place to help me in my leadership development which include attending more external corporate events and meetings with the executive team. Solicit feedback from executive team members concerning areas for improvement and change any behavior based on feedback. Also, I plan to participate in more networking events with external constituents. References Aamodt, M. (2013). Industrial/Organizational Psychology: An applied approach. Seventh edition. Cox et. al (2007). Evaluating organizational-level work stress interventions: Beyond tradition methods. Work & Stress, 21, 348-362. Ebbers, L., Conover, K., Samuels, A. (2010). Leading from the middle: preparing leaders for new roles. New directions for Community Colleges.Wiley Periodicals. Frese, M (2009). The changing nature of work. In N. Chmiel (Ed.) An introduction to work and organizational psychology (2nd ed., pp. 397-413). Oxford: Blackwell publishing. Lawler, E.E. (2001). Organizing for high performance. San Francisco: Jossey-Bass. Owens, Robert. (1998). Organizational Behavior in Education (6th ed.). Boston: Allyn and Bacon.