Leadership and communication culture - Essay Example

Dialogue can positively transform organizational cultures. What role do leaders play in fostering a dialogic communication culture? INTRODUCTION In the modern globalized XXI century, communication particularly is located within multiple layers of organizational culture (Shuter 1998). Positive culture can be fostered in an organization by encouraging effective dialogue within the firm (Brown 1997; Cazden 2001; Cobb 1994). Dialogue is the medium of exchanging ideas and information that can help an organization to grow by introducing innovative methods of work practices in the organizational culture. The current study would focus on explaining and evaluating the impact that a dialogic communication culture can have on incorporation of a continuous and sustainable change within the organization. The effective dialogic communication can prove to be of immense help in facilitating members of the firm to explore innovative ideas and work with a holistic approach. Members may also find it useful in overcoming their barriers and obstacles caused due to their narrow thinking or tapered approach to work. However, leaders can play an active role in promoting a dialogic communication culture by designing and implementing a structured and systematic communication architecture that strengthens trust and confidence among people and generate a unanimous goal irrespective of varied hierarchy and positions existing within an organization. This study aims to determine the significance and importance of developing a dialogic communication culture by the leaders of the organization. The study would also ascertain whether the dialogic communication culture helps in realizing a sustainable change within an organization that further aims to develop innovative, conceptual and creative skills among members. A dialogic communication is one whereby a two way communication path is followed and participants defend their opinion and thoughts with justified arguments and simultaneously listen to other positions as well with the intention to understand better (Habermas 1984). Isaacs (1999) has explored numerous meaning for the term ‘dialogue’. Dialogue is not merely a normal form of conversation or a talk, but, in broader sense, it is now being used as a tool for fostering organizational learning. Coordinated actions among members of the organization could be produced through dialogue. A dialogic communication culture can be highly effective for a firm, in incorporating and facilitating continuous and sustainable change within a firm. Dialogue can open up the limited or narrow approach to work practices that most of the organizational members uphold. Dialogues can bring improvement in existing ideas and help in developing creative futuristic approach as well. With the development of the dialogic communication, organization can completely transform its culture by imbibing spirit of commitment and inculcating onus of responsibility and accountability among the members of the organization. Leaders play a vital role by dealing with unavoidable and anticipated conflicts skillfully. Thereby, existing challenges and problems can be resolved through innovative breakthroughs and cooperation of the entire team force which can be acquired through influential dialogic culture (Novak & Sellnow 2009). DIALOGIC COMMUNICATION PROMOTES BETTER UNDERSTANDING THROUGH CONSTRUCTIVE LEADERSHIP Sustainable change can be attained only when understanding among members can be enhanced. By supporting the statement that ‘dialogues can rejuvenate organizational culture and leader’s foster development of such culture’, a study performed by Innes (2007) can be analyzed whereby the significance of dialogic communication is revealed clearly. In this study, the essence of solving group problems is highlighted. Two groups of students were allotted case studies and specific problems. The solutions to the problem allotted were analyzed later. It was found that group that had better understanding amongst them focused on the specific issue assigned whereas group which that lacked proper understanding among members deviated from the required issue. This clearly reveals that first to incorporate a change within an organization, proper communication strategy has to be designed by the leaders so that the need for sustainable change can be revealed clearly (Innes 2007). The study featured an interesting fact that when the groups were formed no clear indications were imparted to the members regarding the procedure for their conduct or follow up. As a result only those groups proved to be successful in rendering positive dialogues that negotiated for leadership. Groups which had a ‘leader’ performed better and generated high level contributions to the concerned issue. By analyzing this fact, it can be said that leaders direct the discussions or dialogic communication in the expected course and help in mitigating the prominent instances of relative lack of real dialogic interactions. This study helps in supporting the argument that innovativeness and conceptual skills can be enhanced when proper guidance and directions are provided in order to avoid deviations from the desired objective or goal. The study confirmed that groups which entailed the most competent students of the batch initiated leadership in their particular groups and rendered maximum conceptual involvement. This in any organization dialogic communications can be fostered and channelized in an affirmative manner when responsible members are assigned the leadership roles to steer the organization as revealed above. TRANSFORMATION THROUGH CHANGE Culture of an organization is formed by its thinking and course of action it adopts to carry on its practices. By initiating dialogue, the organization can actually change its existing practices by adding a little complexity and more enriched information. People who get engaged in a dialogue try to bring out innovative ways of thinking in work practices, Dialogues can question disparaging ascriptions and help in fighting the stereotype attitude and type cast culture prevailing in the existing firm or in a broader society at large. Culture has great significance for the organization. Toxic and venomous cultures can collapse a company which is flooded with money and talent (Schein 1990). However, positive cultures can help company grow and expand. In order to attain positive culture, a complete transformation is required just as in the case of Enron which collapsed despite of being the America’s seventh largest corporation. A leader here in particular plays an intricate role by identifying the dominant prevailing culture based on his experience, observations, communication etc. and assessing the weak areas and transforming them by initiating dialogues which have the power to transform a weak collapsed firm into a revived and profitable establishment (Schein 1990). Transformation can be brought out by introducing effective dialogue and transformation by changing the existing culture. Leadership cultivates capabilities through a process of rendition followed by advancement and, finally, transformation to the new route which is aligned with ultimate organizational goal. This transformation can be highlighted by encouraging dialogue and exchanging views from one to one person at a time and further accelerating it by making it a part of the culture, provided dialogue practitioners or the skilled leaders apply the dialogue theories in a manner which is beneficial for the work teams to generate outcomes in the interest of the organization. SUSTAINABLE CHANGE THROUGH THREE VITAL ELEMENTS Organizational culture can be transformed positively and sustainable change can be introduced when the dialogic communication focuses upon three vital elements. Firstly, Dialogue must be taken as center for communications. In any organization, cultural issues are bound to merge, thus, dialogue must be considered as the foundation on which all human communication and interactions are based upon. Leaders, on the other hand, can foster human interactions in a directed way and ensure that interactions focus on key issues rather than moving off track (Bakhtin 1986). Secondly, dialogue must be considered as a pedagogic communication process in an organization (Vygotsky 1987). Leaders have a critical role in promoting continuous training and development sessions for the members, hence, dialogic communication must be encouraged as a part of the perpetual pedagogic process that can be illuminated and enhanced by rendering guidance and effective assistance. Thirdly, dialogue must be encouraged as ‘indivisible origin of thinking’ (Helsinki 1998). By integrating the above three elements, a dialogic communication culture can be encouraged. Gunson and Collins (1997) have very clearly revealed an important point in their research saying that merely an organization creating a dialogic communication structure is not a confirmation to the assumption that organization is behaving in a dialogical manner. The notion of dialogue as a distinct feature of ethical communication predates the concept of balanced communication through past decades. It has rightly been said that a dialogue is a product rather than process. A dialogue cannot be termed as a process due to the fact that it does not entails a series of pre defined steps, instead it can be regarded as a product realized due to the link between the communication and relationships (Kent & Taylor 2002). A product is one that is polished, developed and catered to satisfy organizational needs, it is an outcome of the exchange of ideas and opinions that can be further enriched if facilitated by a leader. A dialogic culture comprises of components such as trust, uncertainty and vulnerability. Thus, the participants involved in a dialogic communication may be manipulated or deceived by others which can result in a negative undesired change. Under such unpredictable circumstances it is a leader who through his strategic communication and skills is able to sustain the broader organizational goals and objectives through asserting a positive dialogic approach to communication. ENGAGEMENT For encouraging the spread of a dialogic communication cultural change, it is essential that all dialogic participants must be accessible at time of need (Kent & Taylor 2002). A healthy culture respects opinions and suggestions of others, thus, all members who are a part of the dialogic communication must respect their co partners or the discussant(s) instead of representing oneself as an observer or a silent spectator. Dialogic communication can transform an organization’s culture by opening up various avenues that can help organization build and strengthen community relations, get involved in act of benevolence and make organizations understand the worldwide and intercultural state of affairs (Kent & Taylor 2002). LEADERS CAN FOSTER DIALOGIC COMMUNICATION CULTURE. Isaacs (1999) in his study revealed the significance and importance of leadership in enhancing a dialogic communication within an organization by focusing on four main practices that can help people or members of the organization in excelling their weak areas and facilitating in accomplishment of broader organizational goals. The four practices that need to be focused in developing a culture are profound listening, respecting others, adjourning assumptions, pre defined notions, articulating and expressing personal truths. By indulging these practices in normal culture of the organization, a leader can certainly bring out the true potential in other members or followers and also enhance his limited capacity as well. Dialogic communication is a medium for organizational members to challenge their own obstreperous beliefs as well as of those whom they do not relate to as well. Thus it can be confirmed, that leaders have a vital role in realizing a sustainable change in promoting a desired culture. SIGNIFICANCE OF DIALOGIC COMMUNICATION TRAINING Dialogic communication is considered to be a form of communication that assists in facilitating positive veracity that further make participants or members of the organization to efficiently manage and imbibe positive spirits from their distinct traits and miscellany. In order to retrieve the best and the desired results, people need to be trained to get accustomed to a desired culture or organizational environment. A leader can initiate dialogic communication training for its team in order to firstly recognize their individual strengths and weaknesses, after which to architect a personalized and tailor-made dialogic communication training program whereby the members can work on their strengths to combat the anticipated threats and challenges. Lastly, the result attained by conducting the dialogic communication training, needs to be evaluated for incorporating remedial measures if required. NEED FOR DIALOGIC COMMUNICATION Transformation of an organizational culture through dialogic communication is essential to level conventional clout divergence by allowing all members of the organization to share their expressions, opinions, perspectives and past experiences. Dialogic communication is essential for organizational transformation in order to reconcile the numerous differences that exist in diversified teams and vibrant working environments. Leaders need to exhibit an active role in creating an environment which is conducive enough for all members to interact and simultaneously express their own view and respect others’ outlook as well. Effective leadership that employs dialogic communication practices can prove to be highly beneficial for the organization as multiple perspectives help in overcoming existing pigeonhole boundaries. Dialogic leadership promotes discovering, evaluating, and supervising imperils (Novak & Sellnow 2009). Dialogic communication is essential because it facilitates a learning and progressive environment, guides teams for better understanding and handling up of complex concerns, teams are combated with. CONCLUSION Thus, implementing dialogic communication through effective leadership can positively transform an organization towards growth and enlargement. Leaders can build up the assets of the organization by implementing dialogic communication that can foster in-depth understanding of the organizational members and then extract and utilize their interpersonal relationships to enhance team performance (Baxter 2007). 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