An Increasing Usefulness for Managerial Communication Research on the Main Topics of Management

Bell, Reginald L.; Roebuck, Deborah Britt

doi:10.2139/ssrn.2552340

Cited by 6 publications

(5 citation statements)

References 129 publications

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“…Competitive advantage is the term that many economists and business scholars use, and it is also the term that every organization dreams of having the tag in their respective fields. Old management theory is still relevant today, especially the leadership theories from the greatest thinkers and contributors to management thought (Bell, Kennebrew, & Blyden, 2015;Bell & Roebuck, 2015). Organizations will always skirmish to identify their strategic focus, narrow or broad, low cost or differentiation, within the five forces which determine competitive advantage (Porter, 1985).…”

Section: Trained Leaders Foster Competitive Advantagementioning

confidence: 99%

Effective Leaders Are Trained—Not Born!

2023

JMPP

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In this study, we reviewed the relevant literature on leadership training programs. The used secondary research analyses as our method; from which we synthesized relevant literature on leadership training programs. We used Google Scholar, university libraries, scholarly books, and recently published peerreviewed articles to gather information. As a result, we came to the determination that recurring leadership training programs are essential to competitiveness. We concluded that effective leaders are trained-and yes, not born. The literature revealed that managers value leadership training programs. Leadership training programs are essential to maintaining profits by formula. Therefore, based on our findings, we present four simple, easy to implement, recommendations for recurring leadership training programs.

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Section: Trained Leaders Foster Competitive Advantagementioning

confidence: 99%

Effective Leaders Are Trained—Not Born!

2023

JMPP

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“…Trust and respect are the nittygritties of the frontal and scrupulous spearhead-devotee interaction [34]. Internal organisational communication and polite interaction are quintessential components of the transformational leadership style [35]. Administrators who are innovative speak meritoriously and generate a feeling of esteem towards the people they lead [36].…”

Section: Literature Reviewmentioning

confidence: 99%

“…A worker may perform extra due to a single leadership style [37,38]. Similarly, prominent leaders can gain knowledge of repetition and repair their communication skills [22,35]. The institutional achievement is one of the influential factors that exemplifies the weight of organisational interaction.…”

Section: Literature Reviewmentioning

confidence: 99%

Understanding the Influence of Communication on Employee Work Satisfaction: Perspectives from Decentralised Government Institutions in the Oti Region, Ghana

Amadu

Anyarayor

2022

Education Research International

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The study examines the influence of organisational communication on employees’ work satisfaction drawing on perspectives from the Oti Regional Coordinating Council in Ghana. The descriptive survey method was adopted to gather data from 100 respondents who were selected through a probability sampling method. The study deplored the quantitative method of data analysis. The data derived for this study were analysed using both descriptive and inferential statistical tools. Statistical tools such as cross-tabulation, mean, standard deviation, and linear multiple regression analysis were used to analyse the data. Findings from the study show that the channels operational in the organisation as tools of communication are face-to-face discussions, e-mails, memos, departmental meetings, group/team discussions, in-house training sessions, management/employee briefing sessions, labour union meetings, suggestion boxes, notices, and assemblies. Further findings reveal that most of the employees are satisfied with the corporate communication tools used in the organisation. Findings reveal a significant relationship between organisational communication and employee motivation which further enhances employee job performance. Organisations that want to successfully retain a satisfied workforce must be willing to employ a communication style that is more participative and employee-supportive. Based on the study findings the following recommendation was made: organisations should ensure that their internal communication networks are coordinated by experts in corporate communication. This can be achieved by creating full-time jobs for people who have received training in the communication discipline.

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“…Nowadays subordinates look for gaining continuous feedback from their supervisors, valuing work environments oriented for cooperation, openness, and flexibility (Baron et al, 2018). Proficient managers keep a dialogue open with subordinates to provide upward communications and continuous bilateral feedback and explain performance expectations accurately via regular discussions (Bell & Roebuck, 2015).…”

Section: Effective Managerial Communicationmentioning

confidence: 99%

Comparative influence of gender, age, industry and management level on communication

Lipovka

Korolyova

Nugmanova

et al. 2021

Problems and Perspectives in Management

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The protracted COVID-19 pandemic repeatedly demonstrates the necessity of effective communication inside and outside organizations. However, a deficient comprehensive study of factors able to affect managerial communication limit further progress in the improvement of such business interactions. The research fills in the knowledge gap about the comparative influence of various factors on managerial communication and particularly the impact of individual and organizational characteristics of managers on communication. The paper aims to determine the significance of the relationships between managerial communication and age, genders, managerial levels, and industries in private companies from the energy, education, trade, service, extraction, construction, and production sectors. Within the organizational study, 224 subordinates from Kazakhstan firms reflected on their supervisors’ communications through a multivariate closed questionnaire. The obtained data was further processed and examined through correlation coefficients and dispersion analysis. The research results identified the considerable relationship between communication practices and managers’ age (R2=0.9637), managerial level (R2=0.9640), and industry (R2=0.9653). The study reveals the weak relationship between manager’s gender and communication practices (R2=0.1535): women insignificantly outperform men in this linking process. The research postulates that effectiveness of managerial communication considerably varies by managers’ age, managerial level, and industry, and insignificantly by gender. The paper lays the groundwork for gender-unbiased practices of human resource management and contributes to the idea of building diverse management teams.

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An Increasing Usefulness for Managerial Communication Research on the Main Topics of Management

Cited by 6 publications

References 129 publications

Effective Leaders Are Trained—Not Born!

Effective Leaders Are Trained—Not Born!

Understanding the Influence of Communication on Employee Work Satisfaction: Perspectives from Decentralised Government Institutions in the Oti Region, Ghana

Comparative influence of gender, age, industry and management level on communication

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