Communicate Effectively as a Workplace Leader

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Соmmuniсаtе Еffесtivеly as А Wоrkрlасе Lеаdеr

There are a range of non-electronic communication that have been in existence in both formal and informal communication. These includes oral communication and non-verbal communication like facial expressions (Cornelissen, 2014). Similarly, electronic communication common in official communication include E-Mail and telephone as summarized in table 1.0.

Communication method


Situations applied




  • Distance communication

  • Urgent situations like emergencies

Impersonal when conveying impersonal information

  • Formal information like job application

  • Important for record keeping

Privacy problem when using common server


Oral communication (face-to-face)

  • Conference

  • Personal appeal to the receiver

  • Persuasive arguments

Expensive as the speaker and receiver have to meet in person

Facial expressions, gestures, tone

  • Supplementing verbal communication

  • For special needs audience like deaf, dumb

May be misinterpreted when used wrongly

Table 1.0 Source: Staff Development. (2016).

Effective listening is depicted by various actions demonstrated by the listener (Staff Development, 2016). The listener maintaining positive posture, keeping eye contact and avoiding distracting actions is one of the characteristics of effective listening. Furthermore, the listener focusses and comments to show attention (Baldoni, 2003).

In addition, Irvine, 2016, implores that the listener probing to ascertain a certain idea which he then accepts by demonstrating empathy towards the speaker to form a personal connection, enhances communication. Thus, the effective listener is able to paraphrase and summarizes the ideas at the end or during the conversation

Coombs, 2014, posits that usually, the sender encodes the message and sends it through a channel to the receiver. On the contrary, feedback involves the reverse by the receiver after interpreting the message, becoming the sender to provide a response making the sender a receiver.

Feedback, according to Irvine, 2016, can be provided in a number of methods. The positive statements can involve applauding as a way of concurring with the speaker’s point of view, for example, applauding (Irvine, 2016).

Questions are asked for clarification on a point made by the speaker. For instance asking the speaker to clarify on reporting protocol for theft (Coombs, W. T. (2014). Similarly, suggestions are focused on making the speaker correct the weaknesses in the message, for example, when workers provide recommendations on what the penalties should be for reporting late.

Leadership communication responsibilities in the team can be addressed in three dimensions as posited by Baldoni, 2003. Firstly, the leader has to design the correct leadership message through understanding the purpose of the communication, inculcating the e-communication effectively and developing a great stand-up message that invites, involves and informs the audience.

Secondly, delivering a consistent leadership message through understanding the audience. This is when the leader understands the expectations of the team and delivers authentic message that connects and exceeds the audience’s expectations. Thirdly, sustains the leadership message through interacting with the audience on a personal level (Baldoni, 2003).

Question 9

In communication, communication barriers entail hindrances of the process by various aspects leading to either misinterpretation of the message (Coombs, 2014). These can either be individual barriers or organizational barriers as summarized in table 2.0.

Individual barriers

Organizational barriers

  • Poor listening skills

  • Presumptions on the subject by both speaker and listener

  • Inconsistent and conflicting non-verbal cues

  • Lack of facts to back up the information communicated

  • Reluctance to utilize varied communication forms like electronic methods

  • Status of the speaker due to value of the position held and hence looking down upon the subordinates leading to disregarding feedback

  • Noise in communication ranging from the mental and physiological predisposition of the speaker and listener hindering them from decoding the message

  • Different perceptions by both sender and receiver on the meaning put across during communication

Table 2.0

Source: Staff Development. (2016).

Question 10

During face-to-face communication, the process involves both verbal and non-verbal communication mechanisms (Koning, 2016). As such, the speaker has to make use of the words uttered effectively through being audible enough for the listener to hear without straining. Besides words have to be selected basing on the level of the listeners so that the message intended is conveyed without igniting varied perceptions. Non-verbal communication as discussed by Koning, 2016, carries more meaning than the verbal words. The tonal variation utilized by the speaker determines the way the listener will perceive the credibility of the information conveyed. In the same manner, facial expressions involved in the communication determines how the speaker forms personal relationship with the listener. The right facial expressions and voice inflection captures the listeners’ attention (Cornelissen, J. (2014). This is further demonstrated in the figure 3.0 below where non-verbal communication is seen to dominate the communication process.

Communicate Effectively as a Workplace Leader

Figure 3.0 Source: Staff Development. (2016).

Koning, 2016, poses that legislation in workplace has both positive and negative impact on communication process. For instance, the privacy codes imposed on electronic communication hinders free flow of information in the communication process in such instances as emailing.

At some instances, face to face communication and telephone are given precedence which although can be effective methods of communication, other methods need to be incorporated to achieve composite communication system (Staff Development, 2016).

Regarding electronic communication which includes forwarding mails to a common server at instances has negative impact on the communication since it infringes on the workers’ privacy.


Baldoni, J. (2003). Great Communication Secrets.

Coombs, W. T. (2014). Ongoing crisis communication: Planning, managing, and responding. Sage Publications.

Cornelissen, J. (2014). Corporate communication: A guide to theory and practice. Sage.

Irvine, N. (2016). Feedback Techniques — University of Leicester. Retrieved 21 September 2016, from

Koning, L. (2016). When to Use Email, Phone or Face-to-Face Communication. Retrieved 21 September 2016, from communication.html

Staff Development. (2016). Retrieved 21 September 2016, from