Workplace

Leaders, by virtue of position, responsibilities and personal characteristics, possess power. And researchers have discovered power can affect the quality of a leader's communication with subordinates.

A study conducted in 2006 by Adam Galinsky, professor of management and organization at Evanston, Ill.-based Northwestern University's Kellogg School of Management, illustrates this point. Galinsky randomly assigned experimental subjects to high-power and low-power groups. He then asked subjects to perform a simple task—draw the capital letter "E" on their own foreheads. Most people in the low-power group drew the "E" with the spine on their right so the experimenter could read it. Most people in the high-power group drew the "E" in a self-oriented direction, with the spine on their left, backward to the experimenter.

The link to communication? Galinsky concluded people with power (whether randomly assigned or not) tend not to consider the perspectives of others or adjust their own behaviors when faced with the perspectives of others. This can affect communication negatively, resulting in messages that subordinates may not respond to because vital information is lacking.

Illusion of transparency

Galinsky's work supports that of earlier researchers who identified a leadership communication phenomenon called "illusion of transparency," where leaders overestimate the degree to which their thoughts and emotions are known by others. Under the illusion of transparency, a leader assumes subordinates think about things in the same way the leader does. In addition, a leader believes his communications are thorough and sufficient. "They should know what I want!" is a common lament of leaders under the illusion of transparency.

Compounding leaders' communication challenges is the fact subordinates often do not hear or remember intended messages. Although leaders perceive their communications to be obvious and important, their communications represent a relatively small fraction of the information subordinates receive on any given day. Further, not all leader communications are vital, leaving subordinates to judge what needs immediate attention and what can wait. Leader communication illusions combined with subordinate listening deficits can lead to disjointed management of a business. Cries of "Why doesn't anybody get this?" are answered with "Why don't you just tell me what you want?"

Improve communication

If you think you suffer from an illusion of transparency, there are steps that can help you notice and appreciate the vantage points of others and improve communication:

• Recognize the illusion exists. This simple recognition helps protect you from the negative effects of power that rob communications of their meaning.
• Establish a level of dialogue in which you are willing to engage. Some decisions require a leader's direction and exercise of power. Some will benefit from the input of other individuals. Still other decisions are best made by the people who will have to act on them. Determining who is responsible for making and communicating a decision and its results will increase clarity and improve the chances your message will be heard.
• Set clear expectations. Although the object of a communication may seem clear to you, it is best understood when it is delivered frequently and in various ways. Using different delivery methods—such as meetings, memos, telephone messages and e-mails—can ensure subordinates receive your message. Once never is enough.
• Finally, follow up on your communications. Asking subordinates about their progress on projects sends a message about what is important. It also provides an opportunity for subordinates to ask questions and improve performance.

An effective dialogue

Many companies and organizations have effective communication loops. Their leaders combine power with perspective to form a constructive communication force. Such communication requires purposeful thinking on the part of a leader and subordinates and an understanding things may not always be right the first time. Fundamentally, these organizations understand communication is not an event but a process. It is not a one-time, one-way series of pronouncements but an ongoing, engaging dialogue.

Karen L. Cates, Ph.D., is a professor of management at Monmouth College, Monmouth, Ill., and an adjunct faculty member at Evanston, Ill.-based Northwestern University's Kellogg School of Management.