Does Faster Communication Make Leadership Easier? Essay
Does Faster Communication Make Leadership Easier?
For today’s leaders, faster communication makes leadership easier - Does Faster Communication Make Leadership Easier? Essay introduction? In the earlier period, leadership was done unilaterally. In other words, one sits at the top of an organization where there’s a bit of the ivory tower mentality, one maps out strategy, one maps out the growth through acquisitions or organically, and one basically do this with a small team at the top. It is very hierarchical in nature. Today, though, it is very much a team effort. On the whole, it’s a process influencing each person on the team to move in a certain direction. Leadership through influence and ideas is more successful today than the top-down leadership we saw 10 years ago or more because it’s more permanent. People tend to buy in and embrace the changes as their own, rather than gripe about the direction the boss wants to take. Second, fast communication has become much more important, especially in large companies where everybody needs to know a lot of information to keep focused.
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Leaders frequently need to fastly communicate in numerous dissimilar contexts addressing great audiences, leading or contribute in lesser groups and committees, meeting with one or numerous individuals. Several interactions are scheduled, some are impulsive. Some are professional, some social. The dribble down result is not dependable (Cook-Greuter, S. R. 2000). Discussion of topics at meetings of further leaders does not promise that each member takes the message to his or her constituents. The majority effective leaders have developed methods of fast communication that respect lines of power but offer direct communication with constituents. A few of these are open fora, newsletters, other publications, retreats, leadership by walking approximately, and simply being obtainable to talk.
Cook-Greuter, S. R. (2000). Maps for living: Ego-development stages from symbiosis to conscious universal embeddedness. In M. L. Commons, C. Armon, L. Kohlberg, F. A. Richards, T. A. Grotzer, & J. D. Sinnott (Eds.), Adult development: Models and methods in the study of adolescent and adult thought (vol. 2, pp. 79–103). New York: Praeger.