Relationship between Leader Communication Skills and Team Performance in Pakistan

Authors

  • Asif Ali Quaid-i-Azam University

DOI:

https://doi.org/10.47672/ajlg.2150

Abstract

Purpose: The aim of the study was to assess the relationship between leader communication skills and team performance in Pakistan.

Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.

Findings: The study found that leaders who communicate effectively are able to articulate clear goals, provide constructive feedback, and foster an environment of open dialogue, all of which significantly enhance team performance. Effective communication by leaders helps in aligning team members with organizational objectives, improving coordination, and facilitating problem-solving. Moreover, it enhances trust and morale among team members, leading to increased engagement and commitment. Studies also indicate that leaders with strong communication skills are better at conflict resolution and can adapt their communication style to suit different team dynamics, further contributing to higher team productivity and cohesion. Overall, the ability of leaders to convey their vision and expectations clearly and empathetically is crucial in driving the success of their teams.

Implications to Theory, Practice and Policy: Transformational leadership theory, social identity theory and transactional leadership theory may be used to anchor future studies on assessing the relationship between leader communication skills and team performance in Pakistan. Organizations can enhance their practices by investing in communication skills training for leaders. Developing and implementing communication guidelines or policies can have a significant impact on organizational communication practices. These guidelines outline expectations, best practices, and channels for effective communication, ensuring consistency and clarity across the organization.     

Downloads

Download data is not yet available.

References

Ajayi, T. T., & Oladipo, S. (2018). Team communication, goal alignment and performance in Nigerian organisations. Journal of African Business, 19(4), 461-478. https://doi.org/10.1080/15228916.2018.1505606

Asamoah, K., Mensah, C., & Owusu, G. (2021). Training and development programs and team performance in Ghanaian organizations. International Journal of Human Resource Management, 32(2), 479-499. https://doi.org/10.1080/09585192.2020.1773566

Bass, B. M., & Bass, R. (2018). The Bass handbook of leadership: Theory, research, and managerial applications (5th ed.). Simon and Schuster.

Bass, B. M., & Riggio, R. E. (2020). Transformational leadership (3rd ed.). Routledge.

Brown, T. (2020). The impact of leader communication frequency on team performance: A longitudinal study. Journal of Applied Communication Research, 48(3), 256-271. https://doi.org/10.1080/00909882.2020.1778459

Chen, L. (2021). Leader communication styles and team creativity: A study in the technology startup sector. Journal of Innovation Management, 19(4), 431-448. https://doi.org/10.1108/JIM-02-2021-0015

DeRue, D. S., Hollenbeck, J. R., Johnson, M. D., & Ilgen, D. R. (2017). How different team downsizing approaches influence team-level adaptability and performance. Academy of Management Journal, 60(1), 185-216. https://doi.org/10.5465/amj.2014.0836

Garcia, R. (2022). Leader communication clarity and team decision-making effectiveness in financial services. Journal of Business Communication, 57(2), 189-206. https://doi.org/10.1177/00219436211023029

Johnson, A. (2018). Leader communication styles and team performance: A multinational corporation study. International Journal of Leadership Studies, 12(1), 78-95. https://doi.org/10.1002/ltl.20310

Johnson, A. (2020). Active listening: A key communication skill for effective leadership. International Journal of Business Communication, 57(3), 304-321. https://doi.org/10.1177/2329488419889187

Mishra, P., & Khan, M. (2020). Technology-driven team collaboration for enhanced performance in Indian organizations. International Journal of Information Management, 50, 176-184. https://doi.org/10.1016/j.ijinfomgt.2019.07.002

Muturi, P. W., & Mbeche, I. M. (2021). Digital transformation and team performance in Kenyan organizations. Journal of Management & Organization, 27(2), 237-254. https://doi.org/10.1017/jmo.2021.6

Nguyen, T. (2018). Cross-cultural comparison of leader communication styles and team performance. Journal of Intercultural Communication Research, 47(3), 245-262. https://doi.org/10.1080/17475759.2018.1483375

Nguyen, T., & Pham, H. (2021). Innovation-driven strategies and team performance in Vietnamese firms. International Journal of Innovation Management, 25(5), 2150054. https://doi.org/10.1142/S136391962150054X

Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). SAGE Publications.

Ogawa, K., & Tanaka, T. (2018). Organizational culture and team performance in Japanese companies. Asian Business & Management, 17(1), 34-55. https://doi.org/10.1057/s41291-017-0038-5

Patel, S. (2023). Leader communication authenticity and team trust in the retail industry. Journal of Organizational Behavior, 44(1), 112-129. https://doi.org/10.1002/job.2414

Rahman, M. M., & Islam, M. R. (2022). Digital tools and team performance in Bangladeshi organizations. Journal of Business Research, 130, 115-126. https://doi.org/10.1016/j.jbusres.2021.11.022

Ramabodu, L., & Njathi, N. (2020). Leadership support and team performance in South African organizations: The mediating role of employee engagement. African Journal of Economic and Management Studies, 11(4), 552-569. https://doi.org/10.1108/AJEMS-09-2019-0327

Sari, L. D., & Pratama, G. A. (2019). Enhancing team performance through cross-functional collaboration in Indonesian businesses. Journal of Management Development, 38(8), 661-672. https://doi.org/10.1108/JMD-03-2019-0098

Silva, D. M., & Oliveira, E. S. (2019). Enhancing team performance through diversity and inclusion initiatives in Brazilian firms. Journal of Organizational Effectiveness: People and Performance, 6(4), 456-475. https://doi.org/10.1108/JOEPP-07-2018-0054

Smith, J. (2019). Leader communication effectiveness and team performance in healthcare organizations. Health Communication, 36(6), 723-735. https://doi.org/10.1080/10410236.2019.1577706

Smith, J. (2019). The impact of leader communication skills on team performance. Leadership & Organization Development Journal, 40(7), 891-906. https://doi.org/10.1108/LODJ-01-2019-0003

Tajfel, H., & Turner, J. C. (2019). An integrative theory of intergroup conflict. Routledge.

Van Dick, R., Steffens, N. K., & Schuh, S. C. (2018). Social identity and leadership. Routledge.

Wondimu, A., & Lemma, M. (2018). Organizational restructuring and team performance in Ethiopian firms. African Journal of Business Management, 12(5), 97-107. https://doi.org/10.5897/AJBM2017.8376

Downloads

Published

2024-06-29

How to Cite

Ali, A. (2024). Relationship between Leader Communication Skills and Team Performance in Pakistan. American Journal of Leadership and Governance, 9(3), 24–34. https://doi.org/10.47672/ajlg.2150

Issue

Section

Articles