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According to de Vries, Bakker-Pieper, and Oostenveld (2010) research entitled, “Leadership 5 Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing, and Leadership Outcomes”, a leader’s supportive communication heightens knowledge rendering to the leader’s behavior and at the same time, collecting behavioral knowledge from the leader. In utilizing regression analyses, de Vries et al., (2010) discovered that the confidence of a leader was interrelated to the performance observed from the leader and to the experience of contentment with the leader but not to donating knowledge and collecting behaviors. The research conducted by de Vries et al., 2010 resulted in some noteworthy findings such as firstly, charismatic leadership was depicted by a supportive, argumentative, assured, and precise communication style. On the other hand, human-oriented leadership style was connected to a supportive communication style and a minimal extent of expressiveness and verbal aggressiveness of a leader. Secondly, task-oriented leadership was categorized by the presence of a nominal, verbal aggressiveness. And thirdly, de Vries et al., (2010) mediational analyses suggested that the linkage between communication styles with leadership results were mediated by leadership styles, statistically. In summary, regardless of one’s leadership style, a leader’s supportive communication style did play a critical role. A leader who emanates resoluteness gives a team purpose and direction.
I have experienced many years of management and leadership in the workplace and the community, but I have never analyzed, assessed nor ascertained the style or type of leadership that I exercise or practice neither my communication style. Through this Masters of Leadership Program, I was able to transpose myself to every leadership styles such as transactional leader, transformational leader, charismatic leader, adaptive leader and authentic leader that I came across during the study. I discovered that my current leadership style could be more identifiable to a transformational leader. A transformational leader who prevails on change, exercises “control” through trust, inspires a vision of what might be to attain the respect and confidence of followers. I possess the behavioral characteristics of a role model and “walk the walk” even in times of testing occasions (Dubois et al., 2015). I have the ability to focus on motivating and empowering my team always on a commitment to excellence, excellent team-building, and a strategic collaborative effort with my group to achieve transformation successfully. Lastly, I have managed to find different avenues to elicit a solid performance from my team in the absence of blind allegiance.
As a transformational leader, it is imperative that I consistently and continuously practice a supportive communication style that radiates honesty and accuracy to develop a positive relationship with my team and my personal acquaintances. Whetton & Cameron (2016) defined supportive communication as a communication style that pursues a positive and healthy relationship while managing to find a resolution to a particular problem or delicate issue. As Treasure, Julian (2013) recommended, the foundation or cornerstone of the words that comes out of my mouth must be based on the acronym HAIL. HAIL stands for Honesty, Authenticity, Integrity, and Love. Being true to myself by just being who I am and do what I say combined with love begets trust and respect from the people that surround me (Treasure, 2013). I need to focus on finding determinations by stating specific statements about the issue and not about the individual to motivate improvement (Whetton & Cameron, 2016).
Whetton & Cameron (2016) indicated that supportive communication requires supportive listening and not a one-way message delivery. It is of utmost importance that when in the moment of connection that I am present and mindful. As Gaddis, Susanne (2011) stated, “we create better moments in one to three seconds at a time. We have 20,000 of those single moments per day which can be categorized as plus one moment, negative one moment and zero moments (Gaddis, 2011). I need always to aim for the plus one moments where the person on the other side feels valued, needed, supported to believe like they matter (Gaddis, 2011). To create a deeper connection with the team, colleagues, and family like my husband, I need to take courage to cross over the bridge between the other individual and me taking nothing of mine and just be in the full presence and become who I truly am (Schleifer, 2010). To quote Schleifer (2010), “Beyond right thinking and beyond wrong thinking, there is a field. I will meet you there.”
References:
de Vries, R.E., Bakker-Pieper, A. & Oostenveld, W. J Bus Psychol (2010) 25: 367.
doi:10.1007/s10869-009-9140-2
Dubois, Melissa, Hanlon, John, Koch, Jodi, Nyatuga, Betty, & Kerr, Nathan (2015). Leadership
Styles of Effective Project Managers: Techniques and Traits to Lead High Performance
Teams. Journal of Economic Development, Management, IT, Finance, and Marketing 7.1
(Mar 2015): 30-46. Retrieved from:
Gaddis, Susanne (2011). The Power of Positive Communications. Retrieved
Treasure, Julian (2013). How To Speak So That People Want To Listen. Retrieved from:
Schleifer, Hedy (2010). TedX Tel Aviv, The Power Of Connection. Retrieved from
Whetten, David and Cameron, Kim (2016). Developing Management Skills Ninth Edition.
Pearson Education, Inc.
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