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Leadership Communications, Dialogue, and Communications Areas: New Paths for Employee Communications

  • Viviane Regina Mansi
Chapter

Abstract

Breaking this pattern helps improve the quality of communications. For instance, employees do not behave solely as members of one specific group. Oftentimes, they create interfaces with many other groups they identify with. It is clear that understanding them from such a holistic perspective raises complicated, as questions abound even when answers are in short supply. We no longer need to focus communications for a marketing employee based exclusively on the fact that he/she works in the marketing department. These employees may also be part of the group that enjoys photography, the group that is interested in innovation, they may be members of the team managing a new productivity project, or part of the group that brings friends together to cook on weekends. In other words, employees have multiple interests. There is no magical formula to determine the ideal way to communicate based on an individual’s specific needs. Such an approach would require great effort from leadership and communications areas and would ultimately not meet all those needs, which are, after all, individual ones.

Keywords

Complexity Leaders Informal communication D’Aprix Model Meaning at work Leader–employee relationship Communication area 

Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Viviane Regina Mansi
    • 1
  1. 1.Faculdade Cásper LíberoSão PauloBrazil

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