Leadership Should or Should Not Delegate Communication? (A Systematic Literature review: The Art of Delegation)

Gibriel Badjie

doi:10.26533/eksis.v15i2.753

Gibriel Badjie The University of the Gambia

https://doi.org/10.26533/eksis.v15i2.753

Abstract views: 1065 ,

PDF downloads: 766

Keywords: Communication, Delegation, Leadership, Leadership communication, Delegation of leadership

Abstract

Communication and delegation are two important and parts of the leadership function. However, it is still a matter of debate whether leaders can delegate responsibility for communication, especially policy information, to those under their authority. Various opinions state that there is no prohibition for leaders to delegate their responsibilities because this is the leader's prerogative. This study aims to identify whether leadership should or should not delegate communication. The method used in this study was Systematic Literature Review (SLR). The SLR method is used to identify, review, evaluate, and interpret all available research by topic area phenomenon of interest, with specific relevant research questions. The results showed that leaders can delegate communication but it is highly dependent on the type, style, and approach of leadership on the table at that time. Such a leadership style or approach will automatically influence the style and approach of communication and delegation.

Downloads

Download data is not yet available.

References

Axley, S., R. (1992). Delegate: Why we Should, why we don’t and How we can, ABI/INFORM COLLECTION, Industrial Management, Vol. 34, (5), pg.1-16

Ayres, W., R. (1992). Management: mastering the Fine Art of Delegation, Black Enterprises, Vol. 22 (9), pg. 1-10

Badjie, G. Thoyib, A., Hadiwidjojo, D., Rofiq, A. (2019). The Search for New New Measures in Organisational Communication: A systematic Literature Review, Humanities & Social Sciences Reviews, Vol. 7, (1), pp. 469-477

Berger, B. (2008). Employee/organizational communication. Institute for Public Relations. Gainesville, FL. Institute for Public Relations, Retrieved from; http://www.instituteforpr.org/topics/employee-organizational-communications/

Brown, E., M. & Trevińo, L., K. (2006). Ethical leadership: A Review and Future Directions, The leadership Quarterly, Iss. 17, pp. 595-616

Constantin, A., & Petrućia, I. (2019). The Role of the Spokesperson in the Process of Public Relations, International Journal of Communication Research, Vol.9, (3), pp.261-265

David, D. (2016). Delegation, A Powerful Tool, By HR.com, (ABI? INFORM Collection) Leadership Excellence essentials, Vol. 33 (3), pg.1-18

De vries, R., E., Bakker-Pieper, A. & Oostenveld, W. (2010). Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes, Journal of Business Psychology, Vol. 25, pp.367-380

Dessein, W. (2002). Authority and Communication in Organisations, The Review of Economic Studies, Vol. 69, (4), pp. 811-838

Fiaz, M., Su, Q. & Ikram, A. (2017). Leadership Styles and Employees’ Motivation: Perspective from an Emerging Economy, The Journal of Developing Areas, Vol. 51 (4)

Garofolo, O. & Rott, C. (2017). Shifting Blame? Experimental Evidence of Delegating Communication, Management Science, Vol. 64 (8), pp 3911-3925

Goleman, D., Boyatzis, R., & McKee, A. (2002). The New Leaders: Transforming the Art of Leadership into the Science of Results. London: Little, Brown

Hamrin, S., Johansson, C. & Jahn, J. L. S. (2016). Communicative Leadership: Fostering Co-worker Agency in two Swedish Business Organisations, Corporate Communications: An International Journal, Vol. 21, (2), pp. 213-229

Hoc, J., E. (2013). Shared Leadership and Innovation: The Role of Vertical leadership and Employee Integrity, Journal of Business Psychology, Vol. 28, pp.159-174

Hon, L., C. & Grunig, J., E. (1999). Guidelines for Measuring Relationship in Public Relations. Gainesville, FL: Institute for Public Relations, Commission on PR Measurement and Evaluation

Jones, E., Watson, B., Gardner, J. & Gallois, C. (2004). Organizational Communication: Challenges for the New Century, Journal of Communication, Vol. 54 (4), pp. 722-750

Klein, K., J., Ziegert, J. C., Knight, A. P. & Xiao, Y. (2006). Dynamic Delegation: Shared Hierarchical and Deindividualized Leadership in Extreme Action Teams, Administrative Science Quarterly, Vol. 51 (4), pp.590-621

Kovač, J. & Jesenko, M. (2010). The Connection between Trust and Leadership Styles in Slovene Organisations, Journal of East European Management Studies, Vol. 15, (1), pp. 9-33

Men, L., R. (2014). Strategic Internal Communication: Transformational Leadership, Communication Channels, and Employee Satisfaction, Management Communication Quarterly, Vol. 28, (2), pp. 264-284

Men, L., R. (2015). The Role of Ethical Leadership in Internal Communication: Influences on Communication Symmetry, Leader Credibility and Employee Engagement, Journal of Public Relations Research, Vol. 9, (1), pg. 1-22

Men, L., R. & Stacks, D., W. (2014). The Effects of Authentic Leadership and Strategic Internal Communication and Employee-Organisation Relationship, Journal of Public Relations Research, Vol. 36, (4), pp. 301-324

Mintzberg, H. (1971). Managerial Work: Analysis from Observation, Management Science Journal, vol.18, B97-B110

Rousseau, D. M., Manning, J., & Denyer, D. (2008). Evidence in Management and Organizational Science: Assembling the Field's Full Weight of Scientific Knowledge Through Syntheses. SSRN eLibrary. Retrieved from

http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1309606

Russell, R., F. & Stone, A., G. (2002). A review of Servant leadership Attributes: Developing a Practical Model, Leadership, Organisation Development Journal, Vol. 23, (3), pp. 145-157

Stone, A., G., Russell, R., F. & Patterson, K. (2003). Transformational versus servant leadership: A Difference in Leader Focus, Servant Leadership Research Roundtable, pg. 1-10

Youssef, C. M. & Luthans, F. (2012). Positive Global Leadership, Journal of World Business, Vol. 47, pp. 539-547

Yukl, G. & Fu, P., P. (1999). Determinants of Delegation and Consultation by Managers, Journal of Organisational Behaviour, Vol. 20, pp. 219-232

Zarren, M., Razzaq, K. & Muitaba, B., G. (2015). Impact of Transactional, Transformational and Laizzez-Faire Leadership Styles on Motivation: A Quantitative Study of Banking Employees in Pakistan, Public organizations Review, Vol. 15 (15), pp. 531-549

Zulch, B. (2014). Leadership Communication in Project Management, Procedia-Social, and Behavioural Sciences, Vol. 119, pp.172-181

Leadership Should or Should Not Delegate Communication? (A Systematic Literature review: The Art of Delegation)

Abstract

Downloads

References

PlumX Metrics