The role of consistency in verbal and nonverbal communication : enhancing trust and team effectiveness in management

Abstract

PURPOSE: The article examines the role of consistency between verbal and nonverbal communication in management and the impact of inconsistencies on trust, message clarity, and team effectiveness within an organization.

APPROACH/METHODOLOGY/DESIGN: The article is based on a review of the literature on nonverbal communication, with a particular focus on the influence of gestures, facial expressions, body posture, and tone of voice on managerial effectiveness. The analysis draws on key studies and theoretical models, including Mehrabian's rule, communication consistency models, and neurobiological findings on nonverbal signals.

FINDINGS: The research shows that inconsistencies between verbal and nonverbal communication can lead to misunderstandings, confusion, and a decline in trust within teams. It emphasizes that managers who do not align their nonverbal signals with their verbal messages may encounter difficulties in building effective relationships and maintaining team morale. The article suggests that regular training and reflection on communication practices can help in eliminating these inconsistencies.

PRACTICAL IMPLICATIONS: Managers can improve their communication effectiveness by increasing awareness of nonverbal signals and ensuring consistency with their verbal messages. Regular feedback sessions, coaching, and the use of evaluation tools such as video analysis can help managers identify and correct inconsistencies in communication.

ORIGINALITY/VALUE: The article contributes to the field of management by integrating theoretical insights and empirical findings on nonverbal communication and providing practical recommendations for managers. It underscores the importance of nonverbal communication in leadership and offers specific guidance for improving communication consistency in organizational settings.