The dawn of the Industrial revolution in the late 19th century resulted in increased mechanisation and industrialisation, giving rise to the era of the Classical Management. The theory was inclined towards providing workers the tools necessary for maximising their efficiency and output. Characterized by an autocratic style of leadership, communication flow was predominantly downward unidirectional, written and strictly pertaining to work. This style of communication worked well and still works reasonably fine in organisations that witness few or no changes; however the theory has been criticised for creating an "assembly-line" atmosphere and for perceiving organisations through the lens of a machine metaphor (Miller 2012) where human
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Nick Morgan (2008, p.7), one of America’s top communication theorist and coach states that ‘somewhere between the twentieth and the twenty - ﬁrst centuries, the general public became tired of hype and decided that it wanted authenticity instead’ . “Authenticity” is the most important quality in leadership communications today which is well quoted by W. Clement Stone (1902 – 2002) as “Have the courage to say no, have the courage to face the truth and do the right thing because it is right.” In this essay we shall review certain leadership theories that have emerged over the decades with the changing needs and how authentic transformational leadership works best for today’s organisations to bring about the innovation and change through an authentic dialogue.
Organisations are social entities that rely on good communication and management for its healthy functioning (Umit Arklan 2011). Stephen P. Robbins (2001) has outlined an organisation as a ‘consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals’ (p. 4) and we organise together to achieve what we cannot be accomplished individually. Management is indispensable in any organisation and is often equated with leadership; although managing people is different from leading people. Managers maximise the desired results by implementing the four management