Leadership in a communicative perspective

In analyzing a reform process at a Norwegian hospital, a central finding wa s that successful leadership depends upon actors assuming a communicative m ode of interaction. This contradicts the instrumental view of leadership un derlying the New Public Management approach, whose emphasis is on efficienc y and goal achievement through employment of external sanctions. How can it be that leaders who give priority to reaching common understandings rather than on realizing specific goals are more successful? The unique feature o f communicative leadership is its focus on legitimacy, which is achieved th rough rational conducted deliberation aimed at solving problems and resolvi ng conflicts. This article depicts the varying organizational conditions fa voring communicative leadership, such as decentralization, co-decision-maki ng, and team-leadership. More specifically, delegation, reduced span of con trol, and dispersion of power are among the factors that contribute to a co mmunicative mode of coordination.