GAMBARAN KOMUNIKASI PEMIMPIN SEBAGAI BAGIAN DARI KOMUNIKASI ORGANISASI
DOI:
https://doi.org/10.25170/manasa.v8i2.1955Keywords:
leader's communication, organizational communication, qualitative approachAbstract
Organizational communication has a substantial function to ensure good coordination for
achieving organizational effectiveness. Leaders’ communication is an important aspect of
organizational communication, since the way leaders convey their messages would create
framing and meaning for their employees about their jobs, their relations with other parts of the
organization, and the working climate. The meaning that employees perceive would have impact
on their motivation and involvement to the job and the organization. When the formal system of
organizational communication has not been established yet, employees tend to rely on
information from their direct leaders. This study aims to explore the description of leaders’
communication as a part of organizational communication on PT AV, which has just developed
the formal working system with the limited number of employees. Six leaders from different
managerial levels participated to be interviewed in this study which is using a qualitative
approach. Data was analyzed using theoretical framework of leaders’ communication from
Johansson, Miller and Hamrin (2014), includes initiating structure, facilitating work, relational
dynamic, and representing unit. The results showed that participants did not intensively
communicate with their staff regarding the structure of the staff tasks. Participants more relied on
SOP and annual meeting. While SOP and job description was not well established yet, the
participants’ lack of communication on structuring the staff tasks would potentially create lack of
roles and job clarity for staff. Other interesting result was that participants developed their staffs
by giving challenging tasks. However, they did not explicitly say to their staff about the intended
meaning and impacts of giving the tasks. Participants also did not know how their staffs
perceived about the tasks. Because there was no open communication on the reason of giving
challenging tasks, it was potentially perceived by staff as additional burden for them. The findings
indicated leaders’ communication was not supported the formal organizational communication
system which was not optimally established yet in the organization. This would potentially create
unclear and ambigu information received by staff.
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