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allow structure and formality to focus almost entirely on vertical communication,
but such focus often occurs at the expense of horizontal communication. Creating
opportunities for horizontal teamwork is vital to goal attainment, and the maximum
utilization of these opportunities lies on the shoulders of the leaders whom they will
also benefit (Nurmi, 1996).
Correspondingly, Gochhavat et al. (2016) claimed that an administrator’s ability
to enact and support organizational effectiveness has a direct correlation to that
administrator’s communication skills. Facilitating and participating in effective
communication practices are both paramount to employee buy-in, which also directly
impacts a program’s culture as it empowers and mobilizes participants. Conversely,
facilitating and participating in ineffective communication practices results in the
degradation of relationships and organizational performance (2016).

Summary
A review of the literature related to communication and organizational culture
established that trust plays an incredibly important role in the quality of communication
received and delivered and that administrators should model communication
practices they expect to see in their own employees for a cultural shift to occur.
Furthermore, trust and quality communication practices can be further developed
via collaboration with hierarchical peers. The three themes deeply complement one
another and are, in essence, interwoven. To improve one area would be to improve
them all.
In summation, a leader’s role in creating a culture of effective communication
is dynamic, and he or she should carefully consider and create opportunities to
collaborate with horizontal leaders as well as with his or her employees. Doing
so and modeling open, reciprocal, and ethical communication will lead to higher
levels of trust, employee efficacy, and a shift toward a culture of communication and
collaboration.

References
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International Journal of Public Administration, 17(3–4), 541–554. https://doi.org
./10.1080/01900699408524907
Brown, A. D., & Starkey, K. (1994). The effect of organizational culture on communication and
information. Journal of Management Studies, 31(6), 807–828. https://doi.org/10.1111
/j.1467-6486.1994.tb00640.x

Calabrese, R. (2015). A collaboration of school administrators and a university faculty to advance
school administrator practices using appreciative inquiry. International Journal of
Educational Management, 29(2), 213–221. https://doi.org/10.1108/ijem-03-2014-0028
Denison, D. R. (1996). What is the difference between organizational culture and organizational
climate? A native’s point of view on a decade of paradigm wars. The Academy of
Management Review, 21(3), 619. https://doi.org/10.2307/258997

Gochhayat, J., Giri, V. N., & Suar, D. (2016). Multilevel leadership and organizational effectiveness
in Indian technical education: The mediating role of communication, power and culture.
International Journal of Leadership in Education, 20(4), 491–505. https://doi.org/10.1080
/13603124.2015.1135254
Green, R. L. (2009). Practicing the art of leadership: A problem-based approach to implementing
the ISLLC Standards. Pearson.

48 The Delta Kappa Gamma Bulletin: International Journal for Professional Educators