Characteristics Of Good Leadership Communication

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The question of what makes for good leadership communication in organisations has been a constant subject of lively debate all around the world in recent years. Attitudes towards this issue vary greatly. There are a lot of theories and academic literature which provide usefull information and knowledge such as Classical management theory, Leadership is a conversation, Authentic Dialogue and so on. . As globalization rise and become more connected among countries, the leadership will be more challenges because of the complex combination from many cultures, religions and languages. As far as I am concerned , there are a number of points that need to be taken into consideration here.
Experts in favour of Classical Management Theory justify their position with strong arguments, one of which could be that communication as a downward, one way transfer information from leader to members help to clear structures facilitate the functioning of the organization , and clear rules deal with these structures. Fayol (1949) emphasize ‘prescriptive rather than descriptive or explanatory ’. This doctrine states power and control completely in the hands on manager. This model is suitable for small and medium sized companies or family companies. It is widely applied in Asia countries like China, Vietnam, Cambodia, Thailand … because it is suitable for Asian traditional culture. They likes to concentrate whole power in the hands of a person, family members or a group of people. Giving rewarded through the equitable distribution of monetary rewards and employees are encounraged to labor strictly for the goals of the organization rather than for their own individual interests. Fayol proposes that the elements of management are planning , organizing,...

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...ance of the role of dialogue. Authentic dialogue supports as a mechanism through which managers and organizations can start to shed their defensive routines and overcome other challenges inherent to successful learning. Recent developments in authentic leadership suggest that the particular capabilities of authentic leaders may hold promise in the evelopment of double-loop learning and Model II organizations that has proven to be so very elusive
All in all, although there are a number of different view points regarding such a topic of heated debate, to the best of my knowledge, the idea that authentic dialogue conceptualise communication as two-way makes for good leadership will prove to be convincing among an ever-growing host of opponents, myself included. It is important to understand that the positive aspects of such an option far outweigh any benefits involved.

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