Ten Tips for Effective Leadership Communication: Rules of the "Dance"

2008 ◽  
Author(s):  
James G. Clawson
Keyword(s):  
Effective Leadership ◽  
Leadership Communication

scholarly journals Kepemimpinan efektif melalui kompetensi komunikasi di Media Nusantara Citra Group

2019 ◽  
Vol 7 (2) ◽  
pp. 184
Author(s):  
Ahmad Mulyana ◽  
Farid Hamid ◽  
Suraya Mansur ◽  
Susilawati Susilawati
Keyword(s):  
Communication Skills ◽  
Random Sampling ◽  
Effective Leadership ◽  
Simple Random Sampling ◽  
Corporate Communication ◽  
Leadership Communication ◽  
Probability Sampling ◽  
Managerial Communication

Keberhasilan komunikasi dalam organisasi sangat bergantung pada kemampuan komunikasi pemimpinnya. Terkait dengan hal itu, penelitian ini bertujuan menganalisis pengaruh core communication skills, managerial communication skills, dan corporate communication skills yang dilakukan oleh Hary Tanoesoedibjo di Media Nusantara Citra Group (MNC Group) terhadap komunikasi kepemimpinan. Dasar pemikiran penelitian ini adalah perspektif struktural fungsional. Metode penelitian yang digunakan adalah survei dengan populasinya adalah karyawan tetap MNC Group mulai manajer ke atas, berjumlah 1088 orang. Jumlah sampel dihitung dengan rumus Taro Yamane didapat hasil sebanyak 100 responden. Teknik pengambilan sampel menggunakan probability sampling dengan teknik simple random sampling. Teknik analisis data dengan product moment Pearson dan melakukan analisis uji hipotesis dengan regresi linier berganda. Hasil penelitian menunjukan ketiga variabel independen yaitu core communication skills, managerial communication skills, dan corporate communication skills secara parsial maupun simultan memengaruhi effective leadership communication, karena indikator-indikator dalam ketiga variabel independen dapat mendukung terjadinya komunikasi internal perusahaan secara efektif. Simpulannya, tanpa memenuhi indikator-indikator dalam communication skills, maka seorang pemimpin akan cenderung gagal dalam melakukan komunikasi secara internal dalam perusahaan, baik dengan jajaran direksi atau komisaris maupun para pegawai secara keseluruhan. Kesemua indikator dalam penelitian ini, setelah disesuaikan dengan visi, misi, program dan kondisi perusahaan, disarankan untuk dijadikan sebagai standar keterampilan yang harus dimiliki oleh Chairman MNC terutama di masa depan.

Emotional Intelligence and Empathy

2019 ◽  
pp. 204-224
Author(s):  
Michael A. Brown Sr.
Keyword(s):  
Decision Making ◽  
Emotional Intelligence ◽  
Effective Leadership ◽  
Shared Value ◽  
Leadership Communication ◽  
Communication Tools ◽  
New Approach ◽  
Face To Face ◽  
Online Interactions ◽  
As If

The rise of emotional intelligence (EI) and the continuing growth of online interactions work together to demonstrate the importance of participatory decision making as a motivational technique. However, participation in decisions requires that the leader act in a prosocial manner, focusing on outcomes that are beneficial to more than just the leader. A prosocial attitude leads to creation of buy-in through shared value and good management of emotions, requiring skill in both EI and empathetic approaches. EI is about connecting with one's own emotions and those of others to enable effective leadership communication. Empathy is the ability to understand someone else's emotions, feel them as if they were yours, and even to take some action in support or mitigation of those feelings. The lack of feedback or agreements on shared value in online interactions are highlighted when people are forced into face-to-face interactions and are subsequently unable to find these important communication tools. This chapter offers a new approach to leadership communication.

Communication

2017 ◽  
pp. 135-160
Author(s):  
Ben Tran
Keyword(s):  
Multinational Corporations ◽  
Paradigm Shift ◽  
Effective Leadership ◽  
Cultural Factors ◽  
Cross Cultural ◽  
Leadership Communication ◽  
Research Leadership ◽  
Johari Window ◽  
And Task

Based on previous research, leadership appears to be enacted through communication in such a way that it contains a relational (affective) and task (content) component. Additionally, when leaders communicate effectively, their followers experience greater levels of satisfaction. Thus, the purpose of this chapter is on communication, specifically, the role of the Johari Window (JW) on effective leadership communication in multinational corporations (MNCs). In regards to the JW, many researchers did not question, and even more practitioners did not realize is that, the JW is created based on a domestic paradigm, and not necessarily applicable to a multinational environment where intercultural and multicultural communication are at play for multinational environment within MNCs. Nevertheless, the JW has continuously been applied to cross cultural studies, without a paradigm shift, utilizing a domestic paradigm (no international cultural factors at play) within a multinational environment (various international cultural factors at play), issue at hand persists.

Communication

2016 ◽  
pp. 405-429 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Multinational Corporations ◽  
Paradigm Shift ◽  
Effective Leadership ◽  
Cultural Factors ◽  
Cross Cultural ◽  
Leadership Communication ◽  
Research Leadership ◽  
Johari Window ◽  
And Task

Based on previous research, leadership appears to be enacted through communication in such a way that it contains a relational (affective) and task (content) component. Additionally, when leaders communicate effectively, their followers experience greater levels of satisfaction. Thus, the purpose of this chapter is on communication, specifically, the role of the Johari Window (JW) on effective leadership communication in multinational corporations (MNCs). In regards to the JW, many researchers did not question, and even more practitioners did not realize is that, the JW is created based on a domestic paradigm, and not necessarily applicable to a multinational environment where intercultural and multicultural communication are at play for multinational environment within MNCs. Nevertheless, the JW has continuously been applied to cross cultural studies, without a paradigm shift, utilizing a domestic paradigm (no international cultural factors at play) within a multinational environment (various international cultural factors at play), issue at hand persists.

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