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onograph of Life anagement

Topic:
Role of Effective Communication Skills in Leadership:
(Especially in Political Leadership)








Submitted By: Submitted to:
Deepesh Shukla Sh. Sukhnandan sir
B.Sc. V
sem
H.O.D
E-mail: deepeshpcyahoo.com M.J.M.C Deptt.

Dev Sanskriti Vishwavidyalaya
Gayatrikunj, Shantikunj
Hardwar (UK)

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Sr. No. Topic Page Number

. Relevance oI Topic Page-0
2.
Meaning and DeIinition oI EIIective
Communication
Page-03
3. Elements in the Communication Process Page-04
4. Communication Techniques Page-05
5. General Concept oI Communication Page-06
6. Modern Concept oI Communication Page-07
7. Meaning and DeIinition oI Leadership Page-08
8. General Concept oI Leadership Page-09
9. Practical Approach Page-0
0. Applicable Tools and Techniques Page-2
. My Experience Page-3
2. Conclusion Page-6


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The Role of Effective Communication Skills in Leadership:

(Especially in Political Leadership)

0,33

Does a crow steal someone's wealth, or does a nightingale give it?
The nightingale only "speaks" musical words and enchants the world.

Commentary

Everyone likes to listen to sweet and musical words but not to harsh words. People
love the nightingale because oI its sweet song, but dislike the crow because oI its
raucous noise, though they are oI the same color.
Relevance of Topic
t is by one`s nature and Communication that he makes Iriends others and those
who are Leaders needs a really big circle oI Iriends. There`s an Old Saying 't`s
not what you say, it`s how you say it is very true Ior a Leader. For Leaders
eIIective Communication is a necessity. Possessing the quality oI eIIective
communication makes a high quality Leader because it enables one to express
deas successIully. EIIective Verbal and Non-Verbal communication helps to
establish credibility during message delivery. Fluency, Language, Voice, Listening
and Writing skills, as well as the use oI Gestures are dynamic elements that
enhance the Leader. Researchers have examined traits and abilities oI eIIective
Leaders Ior many years they also examined personal characteristics which include
ntelligence, Originality, Political savvy and Verbal and Non-Verbal
communication.
Communication is one oI the key responsibilities oI an eIIective Leader. According
to Barnard (938) Verbal communication was documented as an important activity
in the work oI Managers. Subsequent studies in the Corporate, ndustrial and
Political worlds have shown that oral communication consumes over halI oI the
Leader`s workday. Spoken Language is our most human characteristic, which is
Iundamental Ior learning, working and Social nteraction. There is certainly a
direct correlation between eIIective Leadership and eIIective Communication.
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'EIIective communication occurs when each party conveys deas that are
accurately understood (Kaye, 998).
Every human being is aIIected by some Politics. t is present in everybody`s liIe
less or more. Students or even ladies working in kitchen are also involved in
politics. We can say that all oI us are involved in Politics in diIIerent Iorms. The
question is when Politics is aIIecting our daily liIe in Good or Bad ways Why not
join Politics and become a leader to do something Good Ior society. t is a huge
PlatIorm to serve the Nation. Most oI the honest people avoid it with negative
attitude towards it but, I Good and honest people will not go there Who will Lead
the society??? Corrupt peoples! Dishonest, Characterless peoples!
Today many educated and young Leaders are emerging in ndia and mostly
successIul Leaders have one thing common that is their Good Communication. Yes
Communication plays a vital role in Leadership. For management students
Universities like Northeast Louisiana University have oIIered and ntegrative
Business Seminar which Iocuses on 'skills in Communication, team building,
Leadership and problem solving in hands-on learning environment (Luse, 999).
You can see the most Popular Political Leaders possesses EIIective
Communication skills. Need oI eIIective Communication is always there Ior
leadership. I you have good verbal Communication you can convey the exact
message to Listeners, you can convince them to support you. No public interacts
with leaders daily they just listen them speaking at diIIerent occasions and that
small span oI time leaves a great impression on the mind oI listeners.
n reality the major Iactor behind the success oI a political Leader is his/her
communication skill. t is an attribute which public wants to see in their Leader.
They want a leader who can assure them what he will do Ior them. I you can
convey the right message at right time eIIectively, surely you are going to be a
Leader.
choose this topic 'The Role oI EIIective Communication skills in leadership:
(Especially in Political Leadership) because Leadership is more like an Art oI
EIIective Speaking. As EIIective and Sweet you speak you get connected with
mass oI people and in politics the one who has majority oI people Rules the
Nation. So this Monograph will help in understanding the Role oI EIIective
Communication Ior Leadership in a better way.

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eaning and Definition of Effective Communication:

%e ability to communicate is te primary factor tat distinguises uman beings
from animals. And it is te ability to communicate well tat distinguises one
individual from anoter.
Communication process
4 Thought: First, inIormation exists in the mind oI the sender. This can be a
concept, idea, inIormation, or Ieelings.
4 Encoding: Next, a message is sent to a receiver in words or other symbols.
4 Decoding: Lastly, the receiver translates the words or symbols into a
concept or inIormation that he or she can understand.

According to Nitesh Sharma, 20- Communication is te process of conveying
your tougts to oters and understanding teir tougts.

The Iact is that apart Irom the basic necessities, one needs to be equipped with
habits Ior good communication skills, as this is what will make them a happy and
successIul social being.
n order to develop these habits, one needs to Iirst acknowledge the Iact that they
need to improve communication skills Irom time to time. They need to take stock
oI the way they interact and the direction in which their work and personal
relations are going. The only constant in liIe is change, and the more one accepts
one's strengths and works towards dealing with their shortcomings, especially in
the area oI communication skills, the better will be their interactions and the more
their social popularity.
Definition: Communication is te excange and flow of information and ideas
from one person to anoter, it involves a sender transmitting an idea, information,
or feeling to a receiver (U.S. Army, 1983).






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Defining Effective Communication Saint Kabeer said:

0,33

Speak sweetly and politely, and you will make everyone happy.
This is just like a charm. Give up harsh words.

Commentary

When you speak sweetly and politely you make many people happy. Everyone
likes to listen to sweet and polite words. They attract people towards you, and they
create happiness Ior all. Harsh words are improper. They hurt people, and can turn
them against you. Sweet words win Iriends.

Here Sant Kabeerdas gives a message to Leaders that there is a Mantra to
Hypnotize people that is- 'Give up Harsh words. Yes it is very true in modern
time also the Leader who communicates Sweetly and Politely makes a great
impression on everyone. Sweet and Polite speakers gets respect Irom the
Opposition leaders too.


Elements in the communication process

Good communication is dependent on the interacting elements in the
communication process and the skills oI the participants. Understanding the
elements may assist in identiIying the areas that are working well and those which
need attention.
The elements are:
sender and receiver participants in the interaction and the role they take
message purpose oI the interaction. e.g. discussion with the teacher about the
course content; negotiating with VET staII about work conditions; collaboration
with a team interpreter
Ieedback ensuring the message is received clearly
channel how the message is communicated. e.g. speech, sign language, body
language, writing, or visual mechanisms
context / setting e.g. Iormal or inIormal, group or one on one, training or work
setting
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interIerence Iactors that can interIere with communication. e.g. strong accents,
stress, words that hold no meaning Ior the receiver, judgement or prejudice.
nterIerences also include environmental Iactors e.g. noise, visual distractions,
interruptions or physical discomIort.


Communication techniques

Below are some key points about eIIective communication techniques.

Listening

Listening is not the same as hearing. t involves paying attention to what is being
said and trying to understand the message. A good listener:
is attentive stays Iocused on what is being said (verbal and non-verbal) and
listens to the whole message, avoiding making assumptions or drawing early
conclusions
is non-judgmental puts aside personal perceptions or prejudice towards the
subject matter or the speaker
uses congruent body language eye contact and posture that shows interest,
equal positioning (e.g. all participants stand or sit), considered Iacial expression
and gesture
asks questions clariIies what is being said using open, impartial questions
validates what is being said acknowledges the speakers Ieelings and thoughts,
accepting but not necessarily agreeing with their opinions
restates and paraphrases checks Ior understanding and demonstrates they are
listening.

Responding

Responding eIIectively involves expressing both positive and negative ideas and
Ieelings (both verbal and non verbal) in an open, honest and direct way. An
eIIective responder:
expresses thoughts and Ieelings non-judgmentally displays selI respect and
respect Ior others and doesn`t lay blame
uses ` statements expresses thoughts and concerns transparently and uses a
clear, direct, yet courteous way to indicate disagreement
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seeks permission only oIIers advice when it is requested acknowledging that

sometimes people just want to be heard
seeks a win/win outcome Iocuses on Iacts and avoids competition
is clear asks Ior what they need, has congruent body language and uses a clear,
steady, and relaxed voice.


eneral Concept of Communication:

Communication is not just a core leadership skill but also a core ingredient to your
success. Communication includes speaking, writing and listening. As a leader, you
need to master all three.
Speaking
How many times each day do you speak? Probably quite a Iew. As a leader you
need to get your message across as clearly as you can. No matter whether it is a
vision, one to one meeting or a presentation oI results on perIormance you need to
get your message across.
Writing
Letters, reports and presentations are just a Iew oI the types oI writing that you
need to undertake. All successIul writing relies on you being clear on the purpose
and thinking about how to structure it in the best way to make it as easy as possible
to understand.
Listening
Listening is probably the most challenging oI all the communication skills most
like because most oI us are never taught to listen. When we listen we get ideas,
insights, suggestions, understanding and the chance to create even more success.
No matter, which aspect oI your liIe you think oI Social, proIessional or
personal, communication is a key Iactor everywhere. Right Irom making sales
pitch to dealing with an intimate relationship, we need to have the art oI
communication to overcome the odds. Communication is like a magical word that
provides solution to many problems. The art oI communication involves clarity,
eIIectiveness and poise that will only come with serious practice. No matter what
is the situation, we need to be articulate. One should be aware oI right type oI
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language and words, tone, and even speed to use Ior the given situation. And mind
it, its not just the words that constitutes the art oI communication. Even your body
language, non-verbal communication, Iacial expressions, position oI your hands
etc play a vital role in determining the outcome oI the situations.
odern Concept of Communication:
Effective communication occurs only iI the receiver understands the exact
inIormation or idea that the sender intended to transmit. Many oI the problems that
occur in an organization are the either the direct result oI people Iailing to
communicate and/or processes, which leads to conIusion and can cause good plans
to Iail.
Today, eIIective communication skills have become a predominant Iactor even
while recruiting employees. While interviewing candidates, most interviewers
judge them on the basis oI the way they communicate. They believe that skills can
be improvised on the job; but ability to communicate well is important, as every
employee becomes the representing Iace oI the company. The art oI
communication is all about speaking, listening and understanding at the right time,
with the right people and in the right manner. One needs to gauge the situation and
speak accordingly. Communication is not a one-way process. t is also about
listening and understanding what the other person has to say. The art oI
communication is build upon the blocks oI practice and willingness. t is liIe-
changer and can solve many problems. Great communication skills come very
handy in proIessional arena. t can catapult one to great heights. All it demands is
desire to learn and excel and once you provide that, you can claim to possess the
wonderIul art oI communication.
The dominating question that comes here is: How to improve
communication skills? Well, the answer is simple. One can Iind plenty oI literature
on this specially Ancient ndian Literature. There are also experts, who conduct
workshops and seminars based on communication skills oI men and women. n
Iact, a large number oI companies are bringing in trainers to regularly conduct
sessions on the subject, in order to help their work Iorce maintain better
interpersonal work relations.


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eaning and Definition of Leadership:

This beautiIul chopai oI Ramayan is the part oI ayodhya kand and presented
by tulsidas during the story oI Ram and Bharat`s union n the Iorest oI Chitrakut

t means leader should be like mouth in our body. Mouth is the only organ which
drinks and eats, but all other parts oI body get nutrition and grow together as a
body. Same way leaders should Ieed their organization in terms oI thoughts, Iunds,
disciplines and by all other means to ensure the organization grow as a whole.

Good leaders are made not born. I you have the desire and willpower, you can
become an eIIective leader. Good leaders develop through a never ending process
oI selI-study, education, training, and experience. Good leaders are continually
working and studying to improve their leadership skills; they are NOT resting on
their laurels.
According to Deepesh Shukla, 20- Leadersip is te quality of a person to
motivate or direct a group of people according to is own Idea or will..
Leadership is a process by which a person inIluences others to accomplish
an objective and directs the organization in a way that makes it more cohesive and
coherent. This deIinition is similar to Northouse's (2007, p3) deIinition
Leadership is a process whereby an individual inIluences a group oI individuals to
achieve a common goal. Leaders carry out this process by applying their
leadership knowledge and skills. This is called !rocess Leadersip (Jago, 982).
However, we know that we have traits that can inIluence our actions. This is
called %rait Leadersip (Jago, 982), in that it was once common to believe that
leaders were born rather than made.

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eneral Concept of Leadership:

While leadership is learned, the skills and knowledge processed by the
leader can be inIluenced by his or hers attributes or traits, such
as belieIs, values, ethics, and character. Knowledge and skills contribute directly to
the process oI leadership, while the other attributes give the leader certain
characteristics that make him or her unique.
Skills, knowledge, and attributes make the Leader, which is one oI the:
o ur a c t o r s o f Le a de r s hi p
0 , /0 7
You must have an honest understanding oI who you are, what you know,
and what you can do. Also, note that it is the Iollowers, not the leader or someone
else who determines iI the leader is successIul. I they do not trust or lack
conIidence in their leader, then they will be uninspired. To be successIul you have
to convince your Iollowers, not yourselI or your superiors, that you are worthy oI
being Iollowed.
1ol l ouer 8
DiIIerent people require diIIerent styles oI leadership. For example, a new
hire requires more supervision than an experienced employee. A person who lacks
motivation requires a diIIerent approach than one with a high degree oI motivation.
You must know your people! The Iundamental starting point is having a good
understanding oI human nature, such as needs, emotions, and motivation. You
must come to know your employees' be, know, and do attributes.
ommuni cot i on
You lead through two-way communication. Much oI it is nonverbal. For
instance, when you 'set the example, that communicates to your people that you
would not ask them to perIorm anything that you would not be willing to do. What
and how you communicate either builds or harms the relationship between you and
your employees.
$i t uot i on
All situations are diIIerent. What you do in one situation will not always
work in another. You must use your judgment to decide the best course oI action
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and the leadership style needed Ior each situation. For example, you may need to
conIront an employee Ior inappropriate behavior, but iI the conIrontation is too late
or too early, too harsh or too weak, then the results may prove ineIIective.
Also note that the situation normally has a greater eIIect on a leader's action
than his or her traits. This is because while traits may have an impressive stability
over a period oI time, they have little consistency across situations (Mischel,
968). This is why a number oI leadership scholars think the !rocess %eory of
Leadersip is a more accurate than the %rait %eory of Leadersip.
Various Iorces will aIIect these Iour Iactors. Examples oI Iorces are your
relationship with your seniors, the skill oI your Iollowers, the inIormal leaders
within your organization, and how your organization is organized.
o s s o r Le a de r ?
Although your position as a manager, supervisor, lead, etc. gives you the authority
to accomplish certain tasks and objectives in the organization, this power does not
make you a leader, it simply makes you the boss . Leadership diIIers in that it
makes the Iollowers want to achieve high goals, rather than simply bossing people
around (Rowe, 2007). Thus you get Assigned Leadersip by your position and you
display Emergent Leadersip by inIluencing people to do great things.

Practical Approach:
T h e T w o o s t I m p o r t a n t K e y s t o E f f e c t i v e L e a d e r s h i p
According to a study, there are 75 key components oI employee satisIaction
(Lamb, McKee, 2004). They Iound that:
4 Trust and conIidence in top leadership was the single most reliable predictor
oI employee satisIaction in an organization.
4 EIIective communication by leadership in three critical areas was the key to
winning organizational trust and conIidence:
. Helping employees understand the company's overall business
strategy.
2. Helping employees understand how they contribute to achieving key
business objectives.
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3. Sharing inIormation with employees on both how the company is

doing and how an employee's own division is doing relative to
strategic business objectives.
So in a nutshell you must be trustworthy and you have to be able
to communicate a vision oI where the organization needs to go. The next
section, !rinciples of Leadersip, ties in closely with this key concept.
Pr i n c i p l e s o f Le a d e r s hi p
To help you be, know, and do, Iollow these eleven principles oI leadership (U.S.
Army, 983).
. Know yourself and seek self-improvement - n order to know yourselI,
you have to understand your be, know, and do, attributes. Seeking selI-
improvement means continually strengthening your attributes. This can be
accomplished through selI-study, Iormal classes, reIlection, and interacting
with others.
2. e technically proficient - As a leader, you must know your job and have a
solid Iamiliarity with your employees' tasks.
3. Seek responsibility and take responsibility for your actions - Search Ior
ways to guide your organization to new heights. And when things go wrong,
they always do sooner or later do not blame others. Analyze the situation,
take corrective action, and move on to the next challenge.
4. ake sound and timely decisions - Use good problem solving, decision
making, and planning tools.
5. Set the example - Be a good role model Ior your Iollowers. They must not
only hear what they are expected to do, but also see. e must become te
cange we want to see - Mahatma Gandhi
6. Know your people and look out for their well-being - Know human
nature and the importance oI sincerely caring Ior your Iollowers.
7. Keep your followers informed - Know how to communicate with not only
them, but also seniors and other key people.
8. Develop a sense of responsibility in your followers - Help to develop good
character traits that will help them carry out their proIessional
responsibilities.
9. Ensure that tasks are understood, supervised, and accomplished -
Communication is the key to this responsibility.
0.Train as a team - Although many so called leaders call their organization,
department, section, etc. a team; they are not really teams...they are just a
group oI people doing their jobs.
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.&se the full capabilities of your organization - By developing a team

spirit, you will be able to employ your organization, department, section, etc.
to its Iullest capabilities.
Applicable tools and Techniques:
Th e Pr o c e s s o f r e a t Le a d e r s hi p
The road to great leadership that is common to successIul leaders

:
4 Challenge the process - First, Iind a process that you believe needs to be
improved the most.
4 Inspire a shared vision - Next, share your vision in words that can be
understood by your Iollowers.
4 Enable others to act - Give them the tools and methods to solve the
problem.
4 odel the way - When the process gets tough, get your hands dirty. A boss
tells others what to do, a leader shows that it can be done.
4 Encourages the heart - Share the glory with your Iollowers' hearts, while
keeping the pains within your own.
E a proIessional. Examples: Be loyal to the organization, perIorm selIless service
and take personal responsibility.
E a proIessional who possess good character traits. Examples: Honesty,
competence, candor, commitment, integrity, courage, straightIorwardness,
imagination.
KNOW the Iour Iactors oI leadership Iollower, leader, communication,
situation.
KNOW yourselI. Examples: strengths and weakness oI your character, knowledge,
and skills.
KNOW human nature. Examples: Human needs, emotions, and how people
respond to stress.
KNOW your job. Examples: be proIicient and be able to train others in their tasks.
KNOW your organization. Examples: where to go Ior help, its climate and culture,
who the unoIIicial leaders are.
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DO provide direction. Examples: goal setting, problem solving, decision making,

planning.
DO implement. Examples: communicating, coordinating, supervising, evaluating.
DO motivate. Examples: develop morale and esprit de corps in the organization,
train, coach, counsel.
y Experience
Some People say, "Communication is easy." disagree. Talking is easy;
communication, which means an exchange or communion with another, requires
greater skill. An exchange that is a communion demands that we listen and speak
skillIully, not just talk mindlessly. And interacting with IearIul, angry, or Irustrated
people can be even more diIIicult, because we're less skillIul when caught up in
such emotions. Yet don't despair or resign yourselI to a liIetime oI
miscommunication at work or home! Good communicators can be made as well as
born. Here are a Iew tips to get you started.
O Don't take another person's reaction or anger personally, even iI they lash
out at you in what seems a personal manner. Another person's mood or
response is more likely about Iear or Irustration than it is about you as an
individual. Take a deep breath and count to 0, and see it as a way oI letting
the other person vent beIore he is able to communicate what's really on his
mind.
O You don't have to have all the answers. t's OK to say, " don't know." I you
want to Iind out, say so, then Iollow up to share your Iindings. Or you may
decide to work on the problem together to Iind the answer.
O Respond (Iacts and Ieelings); don't react (Ieelings) -- e.g., "Tell me more
about your concern" or " understand your Irustration" instead oI "Hey, 'm
just doing my job" or "t's not my job" (which is sure to cause more
irritation). Share responsibility Ior any communication in which you're a
participant, and realize that sometimes, maybe oIten, your own personal
reactions may be causing your Irustrations about communicating with
others.
O Understand that people want to Ieel heard more than they care about whether
you agree with them. t's strange how many people complain about others
not hearing them, yet they don't listen to others either! You can show that
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you're listening by giving someone your complete attention and saying

things like:
. "Tell me more about your concern."
2. "What is it about XXX that concerns you?"
3. "'m interested in what you've just said. Can you share a little bit about
what lead you to that belieI?"
4. "What would have to happen Ior you to be more comIortable with XXX?"

O Remember that what someone says and what we hear can be amazingly
diIIerent! Our personal Iilters, assumptions, judgments, and belieIs can
distort what we hear. Repeat back or summarize to ensure that you
understand. Restate what you think you heard and ask, "Have understood
you correctly?" I you Iind yourselI responding emotionally to what
someone said, say so, and ask Ior more inIormation: " may not be
understanding you correctly, and Iind myselI taking what you said
personally. What thought you just said is XXX; is that what you meant?"
O Acknowledge inconvenience or Irustration and oIIer a timeline, particularly
iI you need someone else's cooperation or your activities will aIIect them.
For example, iI you'll be updating someone's desktop computer system and
need access to her oIIice, you might say, " know it's Irustrating to have
someone in your space at a time that might not be convenient Ior you, and
appreciate your cooperation. t'll help us to keep your system working well.
We expect to be in your oIIice at about 3 p.m., and out by 5 p.m."Don't oIIer
advice unless asked. This can be tough, particularly iI we have experience
that we think might beneIit another person. Use respectIul expressions such
as "One potential option is..." or "One thing that helped me in a similar
situation was X. 'd be happy to share more about my experience iI you think
it'd be helpIul to you" instead oI "You should do X."
O Look Ior common ground instead oI Iocusing solely on diIIerences. What
might you both be interested in (e.g., making the experience as no disruptive
as possible)? One way to begin discovering commonality is to share your
underlying intention -- Ior example, "My intention in sharing this is to help
you succeed on this project."
O Remember that change is stressIul Ior most people, particularly iI your
activities aIIect them in a way that they aren't scheduling or controlling. Our
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routines can be comIorting in the midst oI what appears to be a chaotic

world. So iI you're in someone's space or need him to do something on your
timeline, provide as much inIormation as you can about what you'll need
Irom the person and when. I you can, tell him how what you're doing will
beneIit him.
O Work to keep a positive mental Iocus. One oI the choices we always have is
how we see or experience any given circumstance. Many people who are
considered skillIul and successIul, including proIessional athletes and
cultural leaders, work to maintain a positive mind-set. Ask yourselI, "What's
great about this?" or "What can learn Irom this?" to help maintain a
positive state. Don't Iorget to adopt a variety oI stress reduction practices
that work best Ior you.
O Understand that most people, including you, have a unique, oIten selI-
serving, agenda. This isn't necessarily bad, because it helps us achieve and
protect ourselves. Just don't assume that someone will know or share your
agenda, so talking about what's most important to you and asking what's
most important to others, can help build a solid Ioundation Ior conversation.
O mprove your listening skill. Most people think they listen well, but the truth
is that most oI people don't listen at all -- they just speak and then think
about what they're going to say next. Good listening oIten means asking
good questions and clearing your mind oI distractions, including what you're
going to say next, whom you're meeting with next, or what's going on
outside. When someone makes prickly comments or complaints, there's
oIten a concern or Iear lurking. Like a detective, ask questions that get to the
bottom oI someone's real concern or agenda. Only then can you have a truly
rich, beneIicial conversation.

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Conclusion:
At the conclusion we Iound that EIIective communication is a necessity Ior
Political Leaders. Without communicating eIIectively they can never convey their
message to Public. Within any Political party eIIective quality communication
skills Ior leaders are certainly blueprints to success. Whether conveying ideas in
verbal or non verbal Iashion, it is imperative that leaders incorporate eIIective
communication which includes speaking, listening, reading and writing to enhance
a successIul work place environment. EIIective leaders realize that success requires
a combination oI the characteristics oI language tailored to each particular
situation. Certainly the old saying, t`s not what you say, it`s how you say it
rings true Ior Political Leaders.
One important thing Saint Kabeer said
abeera kada ba:aar me maange sabki kair, na kau se dosti na kau se bair
Clearly indicates that a leader must communicate in such a way so that nobody is
his Friend or enemy. This monograph can be very much helpIul to the newbie
political leaders to guide them how to communicate as a Political Leader they can
apply Tools and techniques suggested here to enhance their communication skills.
Further Research work can be done in this Iield to develop new techniques Ior
eIIective communication which can be useIul Ior Political leaders like what public
wants to hear Irom leaders, what are the common sentences used by SuccessIul
leaders and what are the common mistakes done by political leaders while
communicating.
The Iact comes out oI this work is that 'A political leader is nothing without ability
to communicate eIIectively. Some people can argue that doing committed work is
more important than communicating, appreciate doing work is also an essential
part oI leadership but iI a leader is not good at communicating how will he explain
his coordinates what work is to be done and how it is to be done ???

E f f e c t i v e C o m m u n i c a t i o n $

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