The Impact Of Leadership And Communication By Leaders On The Performance Of Employees And Organizations

Abstract

Numerous scholars have underscored the significance of organizational performance in the realm of strategic management research. However, the measurement of performance, both at the individual and organizational levels, remains challenging in both practical application and academic discourse due to the intricate interplay among work motivation, performance, and productivity. Research has illuminated that productivity is influenced by factors beyond motivation, including employee abilities, skills, training, resource availability, management practices, and economic conditions. Notably, studies have highlighted that organizations integrating processes, people, and intangible assets such as skills, competence, motivation, leadership styles, and culture gain a sustained competitive advantage, thereby enhancing employee and organizational performance.

This research aims to explore the impact of leadership and leadership communication on employee and organizational performance. Employing a positivistic research paradigm and a causal research design, the study findings indicate that management communication moderately affects employee performance, while leadership shows an insignificant impact on employee performance. Management communication strongly influences organizational performance, whereas leadership has a relatively minor impact on organizational performance. The study concludes that management communication generally exerts a more significant impact on both employee and organizational performance compared to leadership. These findings invite further investigation into the challenges posed by leaders in organizations and the reasons behind some leaders being labeled as "disconnected leaders