Implications of Leadership Theory on Organizational Communication Systems

Implications of Leadership Theory on Organizational Communication Systems The implications of leadership theory on organizational members are how far a leader is able to transform the approach of leadership theories as a guideline in carrying out his duties. So that organizational leaders have the ability to influence and motivate their members which has an impact on improving performance in order to show how leaders become effective, each leadership theory has a different focus. In trait theory, it tries to explain the behavior of leaders in interacting with members or subordinates which can give rise to two orientations, namely tasks and human relations. While the situation and contingency theories try to complement the previous theory, namely by linking it to the situation of the organization itself. Thus it can be explained that these theories are a standard that must be met by a leader.In the managerial grid theory, there are two orientations that are used as a measure, namely focusing on humans and on tasks. This shows the importance of relationships between individuals in completing tasks given to subordinates. As a leader, it is tasked with providing direction and guidance to subordinates, so that they can do their jobs well. The implication of this theory on the organizational communication system is that this theory views the importance of communication in carrying out leadership with five different styles of leaders. The existence of orientation towards these two aspects shows that leadership in an organization must pay attention to the relationship between individuals as motivation in carrying out tasks. A good leader is a leader who is able to dive into various circles, both with other leaders and with subordinates as valuable assets of the organization. All of this is established if the leader has a good behavioral approach. This requires effective communication. According to Blake and Mouton, team leadership style is the most preferred leadership style. This style of leadership is based on the integration of two interests, namely work and people. In general, team style leadership assumes that people will produce something if they get the opportunity to do meaningful work. In addition, in team style leadership there is an agreement to involve members of the organization in decision making with the intention of using their abilities to obtain the best possible results. 1. Theory X and Y This theory was put forward by Douglas Mc. Gregor (1967), who has a different view of humans, namely that humans are basically negative (Theory X), and positive (Theory Y). Mc. Gregor concluded that a manager's view of human nature is based on a grouping of certain assumptions and the manager tends to shape his behavior towards subordinates according to these assumptions. In theory X, there are four assumptions, including: • Subordinates do not like to work and, if possible, will try to avoid it • Because subordinates do not like to work, they must be forced, controlled, or threatened with punishment • Subordinates will shirk responsibility and follow formal orders as much as possible • Most subordinates prioritize security (so that there is no reason to be fired) and show little ambition Meanwhile, in theory X it is assumed that: • Subordinates view work as being as natural as rest and play • Someone who is committed to a goal will exercise direction and self-control • Someone who is mediocre can learn to accept, even seek responsibility • Creativity is the ability to make good decisions (delegation of authority and responsibility) This theory focuses on how a leader motivates people with type X and Y so that they are able to contribute to the organization. Type X who tends to be lazy to work and likes to be ordered around, may need a formal communication channel, where the leader instructs various commands formally. Unlike type Y, leaders and subordinates will communicate more often informally or participatively. This is done because both parties already understand each other and subordinates have good experience. The motivation given to type X, may tend to be with the provision of strict punishment, so that various written regulations as a medium of communication will be greatly needed. While for type X, communication will greatly influence because the motivation given tends more towards self-actualization to participate in decision-making or policies in the organization. 2. Situational Leadership Theory This theory was developed by Paul Hersey and Keneth H. Blanchard (1974, 1977). Situational leadership theory is a development of leadership research completed at Ohio State University (Stogdill and Coons, 1957). This theory assumes that effective leadership depends on the maturity of subordinates and the leader's ability to complete his orientation, both task orientation and human relations. The level of subordinate maturity ranges from immaterial to maturity. The more mature the subordinates, the more mature the individual or group is to carry out tasks or relationships. In this situational leadership, Hersey and Blanchard put forward four leadership styles as follows: • Telling (S1), namely the behavior of leaders with high tasks and low tasks. This style is characterized by one-way communication, where the leader plays a role. • Selling (S2), behavior with high levels and high relationships. Most of the direction is still done by the leader, but has tried two-way communication with socio-emotional support so that subordinates are also responsible for decision making. • Participating (S3), which is a high-task-low relationship behavior. Leaders and subordinates both contribute to decision making through two-way communication and those led are sufficiently capable and experienced to carry out the task. • Delegating (S4), which is a low-task relationship behavior. This style provides opportunities for those led to carry out their own tasks through general delegation and supervision. Those led are people who are mature in carrying out tasks and are also psychologically mature. 3. Implications of Participatory and Situational Leadership Theory on Organizational Communication Systems In the organizational communication system, participatory has used twoway communication, which is a system or pattern of communication that will produce direct feedback from the communicant to be used as an evaluation. Leaders will often communicate with subordinates in formulating things that can be formulated with subordinates. This shows that communication must also function as persuasive and regulatory. Situational leadership allows a leader to carry out his leadership according to the conditions that occur. For one-way communication such as Telling, it requires leaders to direct more, this is done so that the tasks carried out are in accordance with the flow or goals that have been set. One-way communication will have difficulty in receiving feedback as an evaluation for the organization. Sometimes with one-way communication, working conditions will feel stiff because they are formal. In situational leadership which is developed into four parts, it requires communication because basically leadership influences people. In this leadership, Delegating with low tasks and behavior becomes the most preferred aspect if subordinates have a high level of readiness, because there is freedom and trust from the leader to participate.