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complex effects on a program’s culture, as its culture is more than behavior; it is a
collective system of belief.
Method
The researcher used a narrative approach in literature selection, extensively and
electronically sourcing criteria that included communication, collaboration, culture
and climate, and organizational leadership from databases, journals, and otherwise
pertinent publications that included as recent (and relevant) a publication date and Timberly Deville is an
research design as possible. Through the researcher’s analysis and synthesis of each award-winning educator
study’s methods, findings, and conclusions, themes impactful to educational leaders and advocate for teachers
and underserved students.
emerged. The narrative found how trust impacts communication, collaboration, and In her many roles, she
an organization’s capacity to create a culture that effectively incorporates the two. has forged partnerships
The goal in this review is to present these relationships and patterns in a way that with state and national
effectively highlights the nuances and insights of the research topic. organizations, has
testified before Congress
Overview of the Literature on behalf of teachers, and
is the president of Alpha Pi
Communication within organizations has been a popular subject of study within Chapter in the Louisiana
the last two to three decades, particularly because “organizational communication State Organization.
is crucial to the survival of a business enterprise” (Posadas, 2014). Schools of Deville is currently the
educational leadership often use business—or organizational—methodology as a Executive Director of
basis of study applicable to educational organizations and programs. This common Quality Diplomas at the
practice demonstrates why dominant organizational and business theory literature Louisiana Department
of Education and is
parallels the ideology in organizing and managing school personnel and stakeholders. pursuing her EdD at
Organizational theory (specifically regarding culture and communication) is University of Southern
vital to the field of education because, like businesses, educational organizations are Mississippi. tdeville001@
made up of stakeholders with their own belief systems that impact the overall cultural gmail.com
health of the organizations in which they participate. Many elements contribute to
the overarching culture of an organization, but Brown and Starkey (1994) asserted
that the pervading attitudes surrounding communication and how they tie in to a
program’s culture have a substantial and direct effect on that program’s subsequent
success or demise. Educational leaders especially are paramount in impacting school
culture because, although a school’s overall culture may be a shared belief and is
most certainly an organic, ever-changing experience for organizational participants,
it is the leader who is the catalyst for changes or reinforcements to that very culture
(Gochhayat et al., 2016).
Further research emphasized the correlation between a dominant communication
style in a program and the likelihood of high achievement in that same program.
Brown and Starkey (1994) claimed that a program’s collective, internal belief system
(i.e., culture) directly impacts its communication efficacy, which consequently
affects the program’s ability to process and deliver information communicated. For
example, if a program’s culture is one of distrust and dismissing ideas, this impacts
how participants communicate with one another—both in sending communications
and in receiving communications. This communication style, in turn, could lead to
delivering and receiving information in a way that is incongruent to the program’s
vision, crippling the program’s likelihood of success.
Perception plays an enormous role in what is commonly accepted and practiced
within an organization on a day-to-day basis. Oftentimes, cultural perception
of available resources contrasts with what resources are truly available. In short,
perception trumps reality. For example, if an organization offers full access to multiple
Promoting Professional and Personal Growth of Educators and Excellence in Education 43

