Follower Expectations in Leader-Follower Communication

Introduction

Communication is a vital ingredient in the relationship between a leader and a follower. Effective communication helps not only to ensure that correct information is conveyed, but also serves to motivate followers and promote a more synchronous leader–follower relationship (Blendea, 2016). Effective communication involves more than simply transmitting a message, especially in the context of a leader communicating with followers. Communication has become even more important in recent times as the world contends with the effects of the COVID-19 pandemic. As traditional arrangements between leaders and followers have been disrupted, communication — which has typically occurred through face-to-face or other in-person modes — has been transformed to take place primarily through virtual platforms.

The ability to communicate is one of the vital competencies for a leader, and effective communication serves, among other functions, to grow the leader–follower relationship. It also enables the realization of both personal and organizational goals. Within an organization, internal communication is an essential element, playing a role in employee motivation, improved performance, and increased customer satisfaction (Mohanty & Mohanty, 2018). The need to motivate employees is even more pressing at present, as the normal patterns of organizational life — in-office interaction, regular routines, and stable income — have been disrupted for most organizations as an effect of the pandemic.

Ineffective communication has significantly detrimental effects within an organization, including a lack of synchronous operation between leadership and followers. Most recent research has centered on how leaders can improve their communication (Johansson, 2018; Kamales & Knorr, 2019). However, a vital part of the equation is understanding what followers look for when determining whether communication is effective. Unfortunately, there is very limited research on what followers are seeking in a leader–follower communication context.

The current study seeks to determine what followers want from their leaders with regard to communication. What followers want concerning communication varies in style, quantity, and type, among other dimensions. This is especially relevant in the current COVID-19 pandemic scenario, where traditional methods and modes of communication have been set aside as workplaces have moved online — featuring virtual meetings, email, social media messages, and increased phone calls.

To realize this objective, the research addresses the following question:

What do followers want from their leaders with regard to communication?

This research contributes to the body of information available on what followers want in leader–follower communication. The findings and recommendations generated by this study are intended to inform leaders on how to formulate their communications so that they are effective from the follower's perspective.

This report is composed of five main parts: introduction, literature review, methodology, findings and analysis, discussion, and conclusion. The introduction presents the issue and explains why it warrants research, ending with the research objective and question. The literature review highlights what previous researchers have found on the topic. The methodology section explains how data were collected and analyzed. The discussion relates the current findings to those established by prior researchers. Finally, the conclusion answers the research question, offers recommendations for leaders, and identifies areas for further research.

Literature Review

Studies on leadership communication have been centered mainly on the role of the leader, leadership style, and communication methods (Novak, 2012). However, researchers have begun to recognize the vital role that followers play in ensuring that a leader effectively leads, and in enabling an organization to function as a unified body working toward its mission (Holton, 2014; Novak, 2012). The disproportionate focus on the leader's role in communication undermines the follower's contribution and distorts efforts to understand and contextualize the essence of leader–follower communication. The significance of the follower in this relationship is evidenced by the fact that the behavior and attitude of each party inevitably affect the relationship and, by extension, affect communication.

During a crisis, followers seek authoritative information directly from top leadership. Organizations face numerous types of crises — economic downturns and the current COVID-19 pandemic among them. During such periods, team relationships undergo major changes and organizational life becomes more complex. To navigate a crisis, employees want to hear from senior leaders, and likewise, top executives want to receive feedback directly from followers (Katiti, 2020; Mazzei et al., 2019). Goncalves (2017) argues that the types of communication followers seek include messages from senior management and the CEO, as well as upward communication through which top management listens to follower feedback.

Communication is just as critical as the platform through which it is delivered, though preferences vary based on the recipient's age group. While baby boomers tend to prefer face-to-face communication, millennials are highly flexible and are comfortable receiving important messages through social media direct messages (Kootbodien, Prasad & Ali, 2018). That said, followers generally prefer to receive communications through formal channels, particularly when messages originate from top management. Formal methods such as email are universal, standardized, easy to access, and provide a record for future reference.

Based on this review, a gap exists in the literature specific to the type of crisis presented by the COVID-19 pandemic. This research therefore seeks to address that gap by determining what followers want in communication within a setting such as the one created by the pandemic.

Methodology

A qualitative research design was used for this study. To obtain high-quality, firsthand information on what followers want, a qualitative approach is most appropriate. An interview method was employed, in which the interviewer guided participants through a structured interview questionnaire (see Appendix I). Study participants were selected through convenience sampling (Emerson, 2015), a method chosen for its practicality in contacting the target interviewees.

A total of five individuals were selected and invited to participate. Interviews were conducted at each participant's place of work by the principal investigator (PI). Each interview session lasted approximately 30 minutes on average. During the interviews, the PI took notes and made audio recordings to ensure accurate documentation of participant responses.

The data collected were analyzed through thematic analysis. The data were first coded, then examined to identify emerging themes relevant to the research question.

Conclusion

During a crisis such as the COVID-19 pandemic, followers look to their leaders for guidance. This guidance is typically delivered through communication — but what, from the follower's perspective, does a follower actually want from a leader's communication? This study sought to answer that question through qualitative research involving follower interviews. Analysis of the data collected revealed that followers prefer communication to be delivered through a recognized formal channel — specifically phone calls and email. Through communication, followers also want to be motivated and empowered, and they want communication to be sensitive to their cultural backgrounds and personal communication styles.

This study has limitations, however. Given the nature of the research design, the sample size was small and was selected through convenience sampling. Factors such as the follower's experience level and the duration of the leader–follower relationship were not accounted for. It is therefore recommended that future studies employ significantly larger samples selected through random sampling, and that such research incorporate variables that may influence the dynamics between leader and follower. Such studies would contribute to a richer and more generalizable understanding of effective leadership communication across organizational contexts.

References

Blendea, S. (2016). Improving the communication of teaching. Research and Science Today, 11(1), 103–111.

Emerson, R. W. (2015). Convenience sampling, random sampling, and snowball sampling: How does sampling affect the validity of research? Journal of Visual Impairment & Blindness, 109(2), 164–168.

Goncalves, P. (2017). Want successful employee communications? Think like a marketer. Strategic HR Review.

Holton, M. J. (2014). The leader-follower relationship: A leader-follower perspective (Doctoral dissertation, National College of Ireland, Dublin).

Johansson, C. (2018). Leadership communication. The International Encyclopedia of Strategic Communication, 1–16.

Kamales, N., & Knorr, H. (2019). Leaders with managing cultural diversity and communication. Asia Pacific Journal of Religions and Cultures, 3(1), 63–72.

Katiti, A. J. (2020). Management of employees during economic downturn: A literature-based review. Journal of Human Resource & Leadership, 4(2), 70–87.

Kootbodien, A., Prasad, N. V., & Ali, M. S. B. S. (2018). Trends and impact of WhatsApp as a mode of communication among Abu Dhabi students. Media Watch, 9(2), 257–266.

Mazzei, A., Kim, J. N., Togna, G., Lee, Y., & Lovari, A. (2019). Employees as advocates or adversaries during a corporate crisis: The role of perceived authenticity and employee empowerment. Sinergie Italian Journal of Management, 37(2), 195–212.

Men, L. R., & Yue, C. A. (2019). Creating a positive emotional culture: Effect of internal communication and impact on employee supportive behaviors. Public Relations Review, 45(3), 101764.

Mohanty, A., & Mohanty, S. (2018). The impact of communication and group dynamics on teamwork effectiveness: The case of service sector organizations. Academy of Strategic Management Journal, 17(4), 1–14.

Novak, D. (2012). Taking people with you: The only way to make BIG things happen. Penguin Group.

Appendix

1. As COVID-19 has brought our world to a screeching halt, what leadership values do you expect from your leadership?

2. How has your organizational leadership realigned its forces during this pandemic?

3. What example of transformational leadership have you observed during this crisis?

4. How comfortable are you with expressing your opinion without fear of reprisal?

5. How much does fraternization create problems at this unit? Please explain.

6. How effectively do leaders deal with conflicts or difficulties within the unit? Please explain.

7. What type of performance feedback do you receive from your chain of command? Describe whether it has been beneficial and why.

8. What kind of communication method do you prefer — email, meetings, or phone?

9. How does the way your supervisor communicates with you fit your communication style and personality?

10. If you could change the way your supervisor communicates with you, what would you have him or her do differently?