Leadership has fascinated people from antiquity and has been studied extensively by academics for many decades. A variety of theoretical perspectives have taken hold—most notably that of transformational leadership—and have sought to explore the processes whereby leaders influence followers, to delineate the factors that put limits on such influence, and to determine the interrelationship between the attributes that leaders bring to their role and the contexts in which they find themselves. There has also been a growing interest in followership and how the behaviors, cognitions, and emotions of followers both contribute to organizational and group outcomes and help to shape leader behavior. The issue of followership, however, remains very much a nascent area of inquiry within the broader field of leadership studies.

Recently, explicitly communication perspectives have been brought more frequently to bear on leadership studies. This has assumed two main forms. First, “discursive leadership” has looked at both the linguistic mechanisms by which leader action and effects take place and how larger frames of leadership discourse can be said to constitute both broader leader–follower dynamics and our understanding of them. Associated with this, some complexity leadership theorists have stressed the “relational” dynamics implicit to leadership processes as a means of countering what they see as an excessive focus on the traits and actions of individual leaders. These approaches emphasize the importance of context and the relational dynamics between leaders and followers embedded in such contexts. Second, some communication scholars influenced by process theories of organization have begun to sketch out the means whereby communication is central to how organizational actors make, refuse, and enact claims to leadership agency, particularly in contexts where such claims may be contested by many. The role of follower dissent and power relations more generally is viewed as a crucial area of inquiry.

Accordingly, communication approaches to leadership have adopted a variety of theoretical perspectives. Many scholars from communication backgrounds have researched communication processes whereby leaders influence others. More recently, critically oriented communication scholars have explored the often conflicted dynamics between leaders and followers, focusing on such issues as power, domination, and control and their implications for leadership theory. Both explicitly and implicitly, these have therefore challenged dominant leadership perspectives, particularly but not exclusively that of transformational leadership.

Leadership from a Communication Perspective

Leadership communication for the 21st century knowledge economy

Competency-based Human Resources Management System at Service Enterprises

Abstract In today’s dynamic, technology-driven, and diverse world of knowledge society, transport organisations should purposefully analyse and assess their operations since they often have to face problems emerging from the lack of knowledge and competencies of logistics specialists. The engineering competencies of logistics specialists are highly appreciated in transport systems. However, the selection of assessment criteria and determination of its importance is a difficult task for managers in this sector. Thus, it is reasonable to apply the multi-criteria methodologies, such as SAW, AHP, MOORA, and VIKOR, whilst determining the importance of criteria describing the competencies of logistics specialists in a transport organisation. Applying the multi-criteria methods provides prerequisites for an objective, precise, and the least time-consuming way to evaluate the engineering competencies of logistics specialists. The analysis of the results enables the most suitable decisions to utilise the significant potential of logistics specialists. The article examines the problem areas for evaluating the competencies of logistics specialists. The current paper presents the evaluation of logistics specialists’ competencies based on the methodology used to determine the importance of criteria (SAW and AHP methods). Additionally, further recommendations are suggested to effectively manage certain corrections on competencies in transport organisations under investigation. 

Model for Assessing Engineering Competencies of Logistics Specialists in Transport Organisations

Honing your communications skills to win allies, inside and outside your organization

From the perspective of a hierarchically ordered company, the expectations of company leaders concerning their employees' necessary competencies play a greater role than vice versa. This paper light on the expectations of leaders and sub-leaders of micro-, small and medium-sized enterprises concerning the competencies of employees in neighbouring parts of Hungary and Slovakia.The authors' collected 28 scientific papers on the issue of communication competencies in order to map out 21 \"common denominators\" derived from the combined competence lists. A survey was conducted with 222 respondents to measure the subjective importance assigned to these traits and to observe the respondents' attitudes towards the effectiveness of communication training programmes they had participated in. On the Hungarian side, speech competence proved to be the most crucial competence for business leaders, followed by attention/reflection and interpersonal communication skills. In Slovakia, persuasion was reported to be the most crucial trait, the second most important is the application of confirmation and feedback, and the third is speech competence. In terms of the participants' past communication training experiences, the competences of group communication, assertiveness and leadership skills were reported to have been the main areas of focus. The findings indicate that overall satisfaction with communication training programmes depends on neither the amount of participants' leadership experience nor the companies' field(s) of activity, nor the nationality (i.e. the venue) of the companies. The overall satisfaction rate is 2.53 on a four-grade scale among those who ever attended communication training programmes.

Importance of Competences in Communication, as Perceived by Business Leaders

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Importance of Competences in Communication, as Perceived by Business Leaders