How Leaders Use Communications to Execute Strategy in the 21st Century

This article discusses the importance of leadership communication in executing strategy in the 21st century. It covers topics such as the importance of building superior subordinate relationships, the role of communication in planning, and the competencies leaders need for successful strategy execution. The article also emphasizes the importance of intercultural communication competencies and the need for a systematic training process to prioritize high action plans.

Running head: MANAGEMENT COMMUNICATION
Management Communication
Name of the Student:
Name of the University:
Author’s Note:

MANAGEMENT COMMUNICATION
To: Director of Communications at Company ABC
From: HR Department
Date: October 10, 2018
Subject: How do leaders use communications to execute strategy in the 21st century?
Leadership communications surfaces the path to transformations, innovation and culture; and
that is only possible with the help of tactical internal communication (Argenti 2017, pp. 146-
160). Operation relevancy is gained when there are collaborative efforts among group
members. For this, the organization needs to depart from traditional bureaucratic forms and
opt to build strategic plans through developing human capital and intercultural
communication competencies.
Harnessing Leadership Communication
Leadership communication is all about building a superior subordinate relationship with
regulating interaction and making good rapport. In this regard, a leader must “walk the talk”
so that a supportive climate leads to accuracy in satisfaction in communication being
achieved. Ayub, Manaf and Hamzah (2014, pp. 502-506) suggest that if the message is
passed through designated channels of communication it can yield to be profitable for the
business transaction to be carried out. A strategic division needs to be joined with dynamic
leadership models of Herzberg, Maslow and Blake & Mouton Managerial Grid to handle
external as well as internal challenges of various job functions. Applying the wheel of
leadership communication on social, conative, cognitive and affective dimension can act as a
promoter on linking hierarchy for achieving organizational objectives (Ayub, Manaf &
Hamzah 2014, pp. 502-506).
Communication and Planning
The strategic communications needs to face out a shared understanding to identify areas of
complexity with reinforcement of internal values. The transmission of verbal or non-verbal
knowledge can help in constructing cultural frameworks through continuous
communications. However, complex business environments needs navigation, persuasion and
encouragement for the requirement of cultural schema (Argenti 2017, pp. 146-160). The
moderating power of situation contexts ultimately can result in enhanced commitment of the
company. Planning certified to proposed changes should facilitate adaptability and emotional
bonding for their daily work. This learning can be substituted by leaders communication in a
way of addressing their concerns and alluring to their drives to prove pivotal to success.
The planning of a strategic communication plan should include all global regions so that the
employees can act as one. The consistency of communication amongst the leaders creates an
alignment that builds trust and the employees can be more engaged with goals and mission of
the organization (Argenti 2017, pp. 146-160).
Leader competencies for Strategy Execution
The intercultural competencies of the leaders will have the potential to minimize social
barriers and ethnocentrism to build competitive advantage. As per Lawrence (2015, pp. 51-
59) systematic training process will be able to prioritize high action plans on a set time period
while maximising potential of the employees. The strategy short term execution, survey
instruments can help in successful intercultural behaviours. Mid term execution would be
based on learning environments and communications made for strategic positioning. Lastly,
long term execution will generate positive value with immersive environments to adapt

MANAGEMENT COMMUNICATION
communications with differentiating between misinterpretations and malignant intercultural
communication skills.
As per Governor Lynch’s experience, it is difficult to execute strategic initiatives but with
effectiveness in communications, it can be possible (Argenti 2017, pp. 146-160).

MANAGEMENT COMMUNICATION
References
Argenti, PA 2017. Strategic communication in the c-suite. International Journal of Business
Communication, 54(2), pp.146-160.
Ayub, SH, Manaf, NA & Hamzah, MR 2014. Leadership: Communicating strategically in the
21st century. Procedia-Social and Behavioral Sciences, 155, pp.502-506.
Lawrence, T 2015. Global Leadership Communication: A Strategic Proposal. Creighton
Journal of Interdisciplinary Leadership, 1(1), pp. 51-59.