Introduction
This essay seeks to appraise my personal communication skills and evaluate their relevance within a management role, a critical aspect of effective leadership. Communication underpins a manager’s ability to inspire, coordinate, and resolve conflicts within a team. Drawing on concepts such as Distributed Leadership and tools like 360-degree feedback, I will critically reflect on two specific communication skills: active listening and presentation skills. These skills are pivotal at the management level to foster collaboration and convey strategic vision. The discussion will explore why these competencies are essential, supported by academic insights and personal reflection, before concluding with implications for my development as a leader.
Active Listening in Management
Active listening, defined as the process of fully concentrating, understanding, and responding to a speaker, is a cornerstone of effective management. This skill is crucial for building trust and ensuring that team members feel valued, which aligns with the principles of Distributed Leadership. According to Graen and Uhl-Bien (1995), leadership is not solely top-down but a shared process where mutual understanding fosters collaboration. Active listening enables managers to grasp diverse perspectives, a necessity when leading teams with varied needs or resolving conflicts.
Reflecting on my own skills through a recent 360-degree feedback report, I received positive comments from colleagues about my ability to listen attentively during team discussions. However, feedback also highlighted occasional lapses in summarising others’ points, suggesting a need for improvement in demonstrating understanding. This limitation could hinder effective decision-making, as misunderstandings may arise if team input is not fully processed. At the management level, active listening is indispensable for nurturing a supportive culture and ensuring that strategic decisions reflect collective input. Consequently, I recognise the need to refine this skill by consciously paraphrasing and seeking clarification during interactions to ensure mutual understanding.
Presentation Skills in Management
The second communication skill I will appraise is my ability to deliver effective presentations, a vital tool for managers to communicate vision, strategies, and goals. As Northouse (2018) argues, leadership often involves influencing others through clear and persuasive communication. Presentation skills are particularly relevant in management roles where articulating ideas to stakeholders or motivating teams is a frequent responsibility. A well-delivered presentation can inspire confidence and align team efforts with organisational objectives.
Reflecting on my own capabilities, I have delivered several presentations during group projects, often receiving positive feedback on clarity and structure. However, self-assessment and peer comments indicate that my delivery sometimes lacks confidence, particularly when addressing larger audiences, which may undermine the intended impact. Drawing on DISC personality preferences, I identify as having a steadiness preference, which can manifest as hesitancy in high-pressure scenarios. At内容的完整性
At the management level, this skill is critical, as ineffective communication of ideas can lead to misaligned priorities or reduced team morale. Therefore, I aim to address this limitation by engaging in more public speaking opportunities and seeking mentorship to build confidence. Enhancing presentation skills will arguably strengthen my ability to lead, ensuring that messages are conveyed with authority and clarity.
Conclusion
In summary, this essay has appraised two key communication skills—active listening and presentation skills—and their significance within a management role. Active listening fosters trust and collaboration, aligning with Distributed Leadership principles, while effective presentation skills are essential for influencing and motivating teams. Personal reflection, supported by 360-degree feedback and DISC personality insights, reveals strengths in both areas but also areas for growth, such as improving summarisation in listening and building confidence in delivery. These skills are fundamental to management effectiveness, as they underpin decision-making and team alignment. Moving forward, I intend to address these gaps through deliberate practice and feedback, recognising that communication is a dynamic skill requiring ongoing development. Ultimately, strengthening these competencies will enhance my capacity to lead with empathy and impact, contributing to both personal growth and organisational success.
References
- Graen, G. B. and Uhl-Bien, M. (1995) Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), pp. 219-247.
- Northouse, P. G. (2018) Leadership: Theory and Practice. 8th ed. Thousand Oaks, CA: Sage Publications.
