The Relationship between Communication Skills and Job … · 2015-07-29 · and job performance of...

International Journal of Business and Behavioral Sciences Vol. 3, No.2; February 2013

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The Relationship between Communication Skills and Job Performance of the

Employees, Fire Managers of Rasht City

Seyyedeh Fattaneh Moghimi, Mousa Rezvani Chamanzamin, & *Ali Maghsoodi shaghaghi

Department of Management ,Astara Branch, Islamic Azad University, Astara, Iran

*[email protected]

Abstract

One of the major concerns of all organizations is to increase the performance of their

employees. Several factors can be involved in it. But in the meantime, the directors can play

a major role in increasing or reducing the performance of your staff and it appears to the

communication skills of managers can be a decisive role in the. This is particularly the

militant organizations such as the fire department is very important because those who work

in these organizations are faced with the most difficult and responsible work. Therefore, the

importance of working and non-working issues and understanding them is

considered necessary. Hence, the present study was to evaluate the communication skills of

managers and job performance of employees were paid fire department in the city of

Rasht. This study population consisted of all employees in the organization are serving them

to collect data from 100 samples of the appropriate statistical methods, were

selected. Questionnaire to collect data (communication skills, performance management

and career) was used. In order to investigate the relationship, the Spearman correlation

software SPSS was used. Finally found the confidence level of 0.99, less than 1% error in the

communication skills of managers and employee job performance are related. Furthermore,

this value equals 0.343, a direct (positive) and the relatively low level. Regression analysis is

also based on the value of the independent variable (communication skills of managers) on

the dependent variable (job performance of employees) in the R value of 0.363 was

obtained.

Keywords: communication, management communication skills, job performance evaluation

1. Method

As for human communication is vital for organizational action or, rather, is crucial for the

formation and survival of the organization. Herbert Simon says: "Without communication,

there is no organization." Managers and staff to conduct coordination through

communication, planning and control to do. Communication emerged as the most

important pillar of the organization is maintaining its life (Mortazavi and gentle, 1383, p

124).

Some thinkers Communications, a failure by their study, believe that many of the problems

of poor communication and lack of delicacy of texture, organizational communication, and

the directors were aware of these issues, perhaps with the effectiveness of better they

performed their tasks. One of the areas of internal communication, relationship managers

and employees (Torabi et al, 1388, p 60). An important part of the network of relationships

between managers and employees is related to the effectiveness of these relationships is

high, there is the inevitable communication skills among managers (Yusef-Zadeh, 1384, p


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3). Management of any organization should be noted that achieving organizational goals at

different levels is possible only when the relationship between business sectors and levels

to be effective manner. It is possible that, when xcommunications and communication’s

path is properly defined andclearly defined (Amiri et al, 1387, p 3). Therefore, managers

need to have effective communication skills. Communication skills alone can build a

successful manager (Torabi et al, 1388, p 61).

On the other hand, one of the main factors in the production of goods and services, human

resource, and these factors may be critical of anything else. The ring interface and the

interaction of all elements of the organization, its employees. Employees are the most

valuable asset of any organization and its performance has an impact on the whole

organization. To improve organizational performance, employee performance, we have to

consider more deeply (Alvani, 1377, p 167). Obviously, the efficiency of human resources

management requires attention to the complexities of human behavior and the proper

utilization of the principles, techniques and skills of management. Sometimes the inability of

managers and employees in proper communication with colleagues or in the presence of

negative attitudes among employees causes them to perform their duties in the not and

finally with the loss of productivityis faces (AMIRI and Co, 1387, p 2).

Given the above, we decided to investigate the relationship between managers'

communication skills and job performance measure Rasht city fire department

employees. Because of the nature of professional firefighting career is considered a difficult

and hazardous. Besides the job responsibilities of personnel, fire departments, there are a

variety of tasks that can take into account the specific features of this career (Lahyjanyan,

1390, p 2). Hence, to strengthen the spirit of cooperation, enhance employee productivity

and job performance of firefighters variables need to be analyzed. Thus, the research seeks

the answer to the above question would be: Is the communication skills of managers and

the employees are there?

2. Theoretical and research background

2.1 Communication and Communication Skills

Communication is the transmission of a message from sender to receiver, provided that the

recipient of the sender's intended meaning of the message is created with the same

meaning. (Mohsenian RAD-1374 ,45-57).The purpose of making the necessary changes in

behavior change communication in those circumstances that the organization has control

over them. Communication link to perform all management functions (planning, organizing,

and controlling) is. Without proper communication and understanding of these tasks are

impossible because the necessary data is transferred (Memorial, 1382, p

165). Communication skills as well as those skills are the factors by which they can engage

in the process of interpersonal communication process are in the of information, ideas

through their, and a feeling exchange messages verbal and share with each other nonverbal

(Joseph, 1385, p 6). culture (1382) Five crucial to effective interpersonal

communication. These features include empathy (understanding the feelings of the other

party), openness (recounting the emotions and feelings), supportive of positivism, and draw


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(points are emphasized. Went on to explain in detail the communication skills required of

managers will.

2.2 Indicators communication skills of managers

Indicators intended for communication skills in the various studies differ. Levite (2007) in

their study Tshhys and describe the most important qualities and skills paid managers in

California. Investigation showed that the required degree of reliability as the most

important feature is secondary. Highest ranking skills for managers in 2020, the first building

relationships, having good communication skills, and the third is the evaluation of the F-Ahd

(Lev 2007). Kass and PatryksvnBamba (2010) in a study done in Australia on the executive

directors include effective communication skills, leadership, preparation, problem solving,

being elastic, fluid speech, interpersonal skills, writing skills, and proficiency Listen

considered.

But one of the most comprehensive internal investigation conducted research to identify

the communication skills of managers ZareiMatin and Yusef-Zadeh (1389) is. Their own

research to identify the communication component library research and interviews

with executives from a number of experts and the use of indicators of effective

communication and the leadership of emotional intelligence development, manage

communication they have developed an combinative model of skill. Communication skills of

their managers Self-openness, positivism, self-awareness, self-discipline, motivation,

empathy, social skills, idealized influence, inspire, stimulate the development oriented

educators and support groups. In this research the needs of each of the seven components

were used in the following explanation (from ZareiMatin, Yusef-Zadeh, 1389, pp. 30-36)

explains:

3.2.1 Self-openness

Qualitative concept of openness in at least three key aspects of the interpersonal

communication that occurs. First, and perhaps one of the clearest and most obvious aspect

is the desire to "Self-openness" which normally contain information about yourself that

everyone can hide the window, it 'Ink »hold . The second aspect of the original message or

communication openness receiver's desire to pretend that a genuine incentive to enter and

update themselves and what effect they have placed on him. The third aspect of the

opening of the first "Arthur Bucher" and "Clifford the general" has been associated with the

acquisition of feelings and thoughts. Generally, individuals are responsible for their own

feelings and thoughts and do not try to separate it and give it to other people unless they

are forced to have a specific purpose or.

3.2.2 Empathy

He felt empathy with someone means understand. As "Bekrech" Empathy has to be better

understood to mean it. He said: "Empathy is the ability of a person to understand another

person's experience, what kind of experience in a particular context and at a given moment,

and promised himself to have." The point is to feel compassion for another person, or in

other words to create a different feel on the inside.


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3.2.3 Supporting cast

An effective and reliable relationship between a people who is in a space shaped

bolster. Open and empathic communication between a peoplecannot survive in an

environment with fear and threats to rupture, resulting in either Pulled hard early in the

relationship. Other factors affecting the environment to bolster communication with others

or you can draw audiences to learn. Whatever you’re level of behavioral and social base of

their audience and put them to avoid showing their superiority, will more successful than

the creating an appropriate atmosphere Community bolster. Other factors affecting bolster

space for interpersonal communication, or lack of dogmatism in the face of doubt can be

"sure and certain" named.

3.2.4 Positivism

Effective interpersonal communication, in addition to the items mentioned above occurs

when the relative orientation of the benefits is positive. Positivism in an interpersonal

relationship with various factors relies on at least three aspects. First, the relationship

between the individual, when properly formed, and will foster a positive and a certain

respect for ourselves in the mind. Second, the relationship between the individual, when

properly formed, and its development approach, which feel good to level of your opponent

to move. Third, a positive and pleasant feelings about the general condition governing

communications between two or more persons to engage or act effectively is vital and

important.

3.2.5 Social skills

Social skills and adaptive behavior by the individual, enabling him to learn and interact with

other people, the incidence of positive reactions and behaviors that avoid the negative

effect of the grounds. Social skills that enable people to communicate with others, to stir

emotions and inspire others to be. Of heartily in progress, to persuade people and affect

them, and to give others confidence.

3.2.6 idealized influence and inspiration

Idealized influence, which includes the influence of beliefs, ideals and influence beyond the

ordinary. Bass phrase "idealized influence" as a replacement for the word "charisma" is a

cut scene. Characteristics that leaders inspire followers are facing many expectations and

stimulating their emotions to fulfill the expectations of profits across the

board. INSPIRATION can be injected as a result of increasing energy and stimulating the

mind and hence it will be all organizational members.

3.2.7 Intellectually Stimulating

Intellectually stimulating activities, including those that promote individual and collective

initiative and creativity leads followers. Transformative leadership, dedication followers led

many in the field to challenge the beliefs and practices common to do to make money and

create space to receive any constructive suggestions can be new solutions that involve

(Zare'eeMatin, Yusef-Zadeh, 1389, pp. 30-36).


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3.3 Performance evaluation of job performance

Job performance, the performance of the duties prescribed by law and is a consequence of

human activities on the tasks of the work and is assigned to perform the duties of the job

duties of the personnel success tells expected behavior ( Rezvanfar, Rezaei, 1386, p

3). Another definition of performance, efficiency and effectiveness of the duties of the

job. This definition means that the efficiency of the efficiency and effectiveness of the

resource is to be used to achieve a predetermined level (Hejazi, Shams, 1384, p 32). Nature

of job performance in an organization's business needs, goals and mission of the

organization and the organization's beliefs about important behaviors associated (Bfvrt and

Hatrap, 2003, pp. 17-18). In this paper, the performance of assigned duties and

responsibilities to employees with job performance is considered.

However, one of the most important duties of supervisors, performance evaluation,

performance review, evaluation staff, review staff and their competence ratings (Jozany,

1375, p 194). Performance evaluation, the formal process of providing feedback, positive or

negative diagnosis of employee performance. The main objective is to evaluate the

performance of the information necessary to collect some of the employees and managers

are available to help and timely decisions in order to increase the quantity and quality of the

employees to make. Therefore, the ultimate goal of evaluating the performance, efficiency

and effectiveness of the organization, not rebuke and punish employees rather poor

(innocent person, 1381, p 31).

However, when measures were assessed, the next step is to identify who will do the

evaluation. For most organizations, the process of evaluating an active management is

employed by the direct supervisor. Of course, there are other ways but these methods

include the use of self-assessment, assessment by colleagues, assessment and evaluation by

the Committee and by the subjects is (N Jozany, 1375, pp. 208 and 207). In this study, self-

assessment method was used to determine the function of the fire department employees.

3.4 Background of the study

A) External background: As mentioned in the research of factors affecting job performance

almost as many in the newer part of the research include:

Chaldvray (2003) in a study on the sports staff concluded that factors such as the

management, promotion, rewards and hours vary materially increase the efficiency of staff

and compared to the administrators of employees and the managers without any sense of

achievement in having less performance. Hvrch (2001) showed that the variables need to

progress in research, experience and age of sports experts in their job performance has a

significant impact. It also serves the education and job stress has a significant effect on job

performance. Prvmal (2003) The study concluded that age, experts need to upgrade the

physical environment has a significant effect on the rate of job performance, but class

variables, and yards of Educational and non-significant effect of job stress on job

performance has been studied population (Sajjadi, hope, 1387, pp. 83-84). Research in this

area can also Marchant (1988) and Wright and Patrick (1995) cited.


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- Also, the effect of performance management and communication skills, there is little

research. Here are some relevant research study to be collected.

Jane (1973), in a study of the relationship between supervisors and subordinates see their

job performance be evaluated. Efficacy measures included the communication behavior of

the supervisor, head of communications -satellite, communication, employee satisfaction,

employee knowledge of the procedures and processes, and informal communication

channels used were headed. The results of a positive correlation between communication

effectiveness and job performance, value and performance of communication and job

satisfaction and job performance, employee communications supervisor showed. Pincus

(1986), in a study with nine elements grouped in the areas of information, communication,

and information / communication on the study of 327 hospital nurses. Results showed that

employee acceptance of organizational communication satisfaction was significantly related

to job satisfaction and performance (Pyyrs and Segal, 1998, pp. 3-6).

Chronicity (2009) in a study of the role of the supervisor in training, on the job performance

of employees in an organization pay in Malaysia. His role as supervisor support and

communication can be divided into two parts, and ultimately concluded that both

supportive and supervisor communication positively and significantly affect the employees

job performance.

Other researchers (eg, Cohen and Lvnthal, 1990; Farr and Mydlbrvk, 1990) also

demonstrated the ability of a manager to open and honest communication may lead to

improved employee performance (ie, chronicity, 2009, p 241)

B) Internal record: Iran also conducted research in this area is given in the following

examples:

In a study by Asadi shock (1388) examined the factors affecting the performance of official

communication Gilan tax was paid. His research includes elements of effective

communication: Channel messages of different levels of communication openness, different

skills, different levels of information, and different levels of empathy were considered in the

formulation of research hypothesis, based on their. Also Fvf study to evaluate employee

performance model ACHIEVE was used. Finally, the levels of communication openness,

empathy, communication skills, and information was a significant relationship with job

performance (shock Assadi, 1388).

Also Torabi and colleagues (1388) examined the relationship between managers and their

performance in terms of communication skills in middle school managers began to

Shiraz. Variable communication skills of managers in this study includes three individual,

group and organizational considered. Regression analysis showed that the communication

skills of individual managers' performance, managers have predictive power. But both skills

and organizational performance, managers cannot predict (Torabi et al, 1388).

Based on previous theoretical content and reviewing concepts studied in this paper, the

proposed research model as depicted below (Figure 1):


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Figure 1: Conceptual model of research

Based on the above, the main research hypothesis was formulated as follows:

The communication skills of managers and employee job performance, there is fire.

Secondary research hypotheses were formulated as follows:

1. Self-openness between managers and employees job performance are related.

2. Harmonious relationship between management and employee job performance

there.

3. Performance management and employee relationship exists between positivism.

4. The supporting cast of managers and employee job performance are related.

5. The social skills of managers and employee job performance are related.

6. Between the ideal and inspiring managers and employees job performance are

related.

7. Intellectually stimulating relationship between managers and employees is job

performance.

4. Research Methodology

4.1 General

Based on the above research, applied research is considered. Because applied research

aimed at developing knowledge in a particular field is applied. Also, the study is based on

survey data collection. Because the survey question response time is concerned. This study

is based on the nature of the data, quantitative research is considered. In theory, this

research has its roots in the school of positivism and scholars interested in converting this

information into mathematical symbols in order to investigate the use of statistical analysis

and mathematical functions to describe and analyze social phenomena are the. And last but

not least, the research method of data collection is descriptive correlation study. Because of

the relationship and the effect of variables on each other's deals.

Communication skills of

managers

1. Self - openness

2. Empathy

3. Protection

4. Positivism

5. Social Skills

6. Idealized influence and

inspiration

7. Intellectually

stimulating

Job performance of employees


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4.2 Method of data collection

In this study, two methods were used to collect data. 1) Material library: a method to

identify the variables and parameters of their components. And 2) field method: This

method is based on standardized questionnaire variables Haas developed and distributed

among the selected examples. Also, in order to assess the reliability of the questionnaire,

Cronbach's Alpha was used with 25 prototype. Table 1 details the research questionnaire

(including the variable component of the evaluation index, Cronbach's alpha of the source)

are presented.

Table 1:Information about the research questionnaire

Variable Compone

nt Evaluation index

Compone

nt’s 𝜶

Variab

le’s 𝜶

Number

of

question

s

Source

Managers’

communic

ation skills

Self-

openness

1.Retelling his personal

feelings to staff

2.Clear expression of

management styles and chief

‘s expectations of staff

1.

0/70

0/84 22

ZareiMatin

And

YousefZade

h (1389)

Empathy

1.Understanding emotions of

employees by managers

2.Sympathizing with the staff

during problems

0/61

Protectio

n

1.Managers support of the

rights and dignity of

employees

2.Managers support of

viewpoints expressed by

employees

0/71

Positivism

1.Manager’s positive

attitudes about his/her

abilities

2.Manager’s positive feelings

towards employees

3. Encourage and appreciate

employees

0/58

Social

Skills

1.Managers collaboration

with employees to achieve

better results

2. having the necessary skills

to influence employee

0/64


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behavior

3.full attention to the

employees’ speech when

they talk to managers

4. Applying skills in working

with others, by Managers

5. The ability of managers to

make a core for group work

6.Manager’s attention to the

opinion of colleagues and

employees at meetings with

them

Idealized

influence

and

inspiration

1.Commitment of staff to

manager and his behavior

type

2.Employees’ interest to

follow managers’ behavioral

patterns

3.Offering promising outlook

for the future of the

organization to staff, by

managers

0/76

Intellectua

lly

stimulatin

g

1. To induce the need for the

change to employees by

managers

2.Managers’ welcome of

initiative and creativity in the

methods of working

3. Encouraging and

appreciating creative and

successful employees by

managers

4. obey the principals in

management application by

the managers

0/60

employee

s’ job

performan

ce

- Questions from 23 to 37 - 0/83 15

Potterson ,

translation

of

ShekarShek

an (1990)


69

Variable to measure ocean 'communication skills of managers' choice Likert type 5 (from 1

to 5 little too much) and the variable "performance" range of four options (1 never to 4

always) was used.

4.3 Research population and sample

Study population consisted of all employees in Rasht city's fire department are

approximately 200 people. Of these, 100 samples (using appropriate sampling methods)

were selected randomly questionnaires were distributed among them. Descriptive statistics

about the sample is presented in Table 2.

Table 2: Descriptive statistics of selected samples

Variables Frequency Percentage (%)

Gender male 96 96%

Female 4 4%

Age Under 25 0 0%

25-35 76 76%

36-45 12 12%

Over 45 12 12%

Education Low literate and

diploma

56 56%

Associate degree 25 25%

BA 19 19%

MA 0 0%

Service years Under 5 years 16 16%

5-10 56 56%

11-15 8 8%

16-20 6 6%

Over 20 years 14 14%

5. Results

Since the primary and secondary hypotheses were formulated in a relationship, the

Spearman correlation test was used to correlate between the independent and dependent

variables. The results are shown in Table 3.

Table 3: Results of the research hypotheses

Variables Results of Spearman's test

Independent

variable

Dependent

variable Error level (𝜶) p-value rs result

Self-openness

employees’ job

performance

0/05 0/201 0/129 Rejection of First sub-

hypothesis

Empathy 0/05 0/408 0/084 Rejection of second sub-

hypothesis

Protection 0/05 0/018* 0/236 Approval of third sub-


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hypothesis

Positivism 0/05 0/078 0/177 Rejection of forth sub-

hypothesis

Social Skills 0/05 0/045* 0/201 Approval of fifth sub-

hypothesis

Idealized

influence and

inspiration

0/05 0/122 0/156 Rejection of sixth sub-

hypothesis

Intellectually

stimulating 0/05 0/045* 0/201

Approval of seventh sub-

hypothesis

Managers’

communication

skills

0/01 0/000** 0/343 Approval of main

hypothesis

**P<0/01 *P<0.05

5.1 The main hypothesis of the research

The main hypothesis of the study was to test the hypothesis is formulated as follows:

HO : There is no relationship between employee performance management and

communication skills

Hl Between the communication skills of managers and employees in relation to job

performance is

Thus, according to the results of software SPSS Are shown in Table 3, we can say that with

confidence level of 99% and less than 1% error in the communication skills of managers and

employee job performance are related.Furthermore, this value equals 0.343 = r , A direct

(positive) and the level is relatively low. This means that by increasing communication

skills, job performance of employees will increase proportionally lower.

5.2 Results of research sub-hypotheses

According to Table 3, the results of the research sub-hypotheses can be summarized as

follows:

- In the first sub-sub-hypotheses (between Self-openness managers and employees

regarding job performance there), second sub-hypothesis (the harmonious relationship

between management and employee job performance there), the fourth sub-hypothesis

(positive integration between management and employee job performance relationship is),

and sixth sub-hypothesis (the idealized influence and inspirational performance

management and employee relationship exists), since the level of significance ( P-value ) Is

considered greater than the error (0.05) is, therefore, assumed Hl Accepting the null

hypothesis is rejected, then the hypothesis of a relationship between the independent

variables and the dependent variable that is not job performance.

- According to the results of Table 3, we can say with 95% confidence level and error smaller

than 5% in the third sub-hypothesis (the casting directors and support staff job performance

are related.), Five sub-hypotheses (skill Social performance management and employee

relationship exists) are confirmed.


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5.3 Regression Analysis

After proving the link between employee performance management and communication

skills, you can use the linear regression method (after ranking the relative scale change of

variables) to investigate the effect independent factor on the dependent variable can be

used. The precondition for this method normally distributed dependent variable (job

performance), is (M. Habib, Safari, 1388). For this test, the Kolmogorov - Smirnov single

sample using the normal distribution was verified Variable performance. So it can be used

for regression testing. The results in tables (5,4 and 6) are shown (application output).

Table 4 :Variance analysis of Managers’communication skills and employees’

jobperformance

Model Total squares Degree of

freedom

Average

Squares F

Significance

Level

1

Regression 2/402 1 2/402 14/835 0/00

Residual 15/864 98 0/162

Sum 18/266 99

Independent variable :Managers’ communication skills

Dependent variable :employees’ job performance

Table 5: Coefficients of regression effects of the independent variable of Managers’

communication skillson the dependent variable of employees’ job performance

Model Non- standard coefficients standard

coefficients T

Significance

Level B

Standard

errors Beta (β)

(constant) 1/541 0/382

0/363

4/037 0/00

Managers’

communication

skills

0/491 0/127 3/852 0/00

Dependent variable :employees’ job performance

Table 6 :Fitness statistics of the model

Model Multiple

correlation

coefficient

Squared

multiple

correlation

coefficient

The adjusted

determination

coefficient

The standard

error of

estimation

1 0/363 0/131 0/123 0/40

In Table 4, the regression to the table ANOVA Is known, the value obtained F (835/14) that

the error in the 0/01 is significant, indicating relatively good explanatory power of the

independent variables Brkhvrar and able to explain the changes and the variance in the


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dependent variable. In other words, regression model is a good model to study and be able

to help the dependent variables (job performance) based on the independent variable

(communication skills) needed to explain.

In Table 5, which is known as the coefficient table, two sets of regression coefficients are

affected.

1. Standardized regression coefficients are not affected ( B ): The coefficients of the

regression models are estimated in this study is the estimation of the model:

(Communication skills Administrators) 491/0 541/1 = employee performance

2. Standardized regression coefficients or beta (= Beta ) : These factors help to explain

the relative contribution of each independent variable on the dependent variable to

determine what changes. The standardized regression coefficients regression model

estimated in this study is as follows:

(Communication skills Administrators) 363/0 = employee performance

According to the results table, the error rate of less than 01/0 is meaningful. So we can say

that the range of communication skills in the fire department supervisors on effective staff

performance. This means that an increase of one standard deviation in the range of

communication skills, job performance of employees amounts to 363/0 of the standard

deviation increases.

In Table 6, the adjusted coefficient of determination ( R 2 ) Equal to 123/0, which indicates

that the independent variable relationship management skills gained 3/12% of the

employees to explain the change in the dependent variable. The rest of the changes

(7/87%), the quantity squared error ( e 2 ) Is known to be influenced by variables outside of

the model.

6. Suggestions

Recommendations of this research can be presented in two parts.

6.1 Recommendations Based on the results of hypotheses

Based on the survey results show the following hypotheses are considered:

- Since the variables affecting employee job performance of managers' communication skills

is therefore suggested that the mechanism involved in the process of enabling managers in

the organization to improve the ability to make connections in the establishment of each of

the Required fields Managers and supervisors should be about the characters.

- Based on the results of the research supporting components that are most relevant

indicator of casting directors most associated with the employee's job performance. Hence,

the need for attention to the training of managers to obtain more effective performance of

the employee feels.

6.2 Suggestions for Future Research

- Component communication skills are extensive. In some other areas of research such as

verbal skills, listening skills, feedback skills and ... Has been used. It is suggested future

research component of the broader range of research literature identified communication

skills and be used in the model.


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- As it implies, the communication skills of managers, many other variables can affect

employee performance, such as job satisfaction, motivation, commitment and etc. It is

recommended in future research expanding model with all the variables used.

7. Conclusions

As expected, positive and significant relationship between communication skills and job

performance of employees were managers. As MallAmiri (1386) says there is a distinction

between leadership success and effective leadership. If the style does not fit the

expectations of employees and their job just because of the position of the leader is doing,

in this case it is not effective, but the successful leader. Because people only because the

leader has lost control of reward and punishment in accordance with His will act against any

efforts made by the leader of a successful response from the staff, and they work because

their demands known , do in this situation is effective leadership. In such a situation, the

leader is not only a place of power, personal power, but also the leadership and staff

respect bottom and wants to work with him as the leader and the staff has a great fit. As a

result of successful leadership, power and authority are exercised direct control interest in

alternatives or effective leadership and overall supervision of the supreme power of

personal power is more. Consequently, when supervisors are supportive, emotional

concerns and the need for employees to understand and express their own particular

concerns, feedback, and encourage staff to facilitate skill development. It is expected that

the supervisor, employees feel their determination and personal initiative to promote the

work that makes the work and achieve the level of interest in creativity, may be

extended. This indicates that the managers have strong communication skills, be supportive

style than your employees and staff to identify needs, and to encourage them to achieve

personal and organizational goals and individual performance results and organization

develop.

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