A leadership communication value chain model (original) (raw)
Complexity leadership theory CMMC Communication & Mass Media Complete CSR Corporate Social Responsibility Chapter 1: Orientation and Background 1 CHAPTER 1 ORIENTATION AND BACKGROUND 1.1 INTRODUCTION The leadership of an organisation is responsible for establishing the purpose and direction of the organisation. It is therefore essential that organisational leadership consists of capable communicators as this can play a significant role in the value-creation process of the organisation. This realisation that leadership and communication are critical for improving organisational performance has led to an increased focus on leadership communication. Research has proven that leadership is a key factor in determining organisational success (Aldoory & Toth 2004; Bass & Avolio 1997), and it has long been determined that the essence of leadership is its behavioural influence (Yukl & Van Fleet 1992:148). Similarly, communication as the cornerstone of high-quality relationships in an organisation is essential to improving business performance (Brown & Moshavi 2005). A leader's ability to influence results may be a matter of merely speaking and behaving differently (Collinson 2005). However, analysts of leadership communication have throughout the years been troubled by the peripheral status of leadership communication within the organisational sciences (Fairhurst 2001 in Barge & Fairhurst 2008:227). The linguistic turn in social theory led to the acknowledgement of the constitutive role of language, discourse, and communication in society and its institutions. As a result, leadership communication has begun to emerge as an epiphenomenon promising unwarranted growth in the field, not just around communication, but discourse and relational stances as well (Fairhurst & Connaughton
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