Communication is power, and the idea that communication is neutral or apolitical is naive. Language is used to sway opinion and users of language have objectives to accomplish. Language also reflects the culture in which communication is conducted and, therefore, communication becomes the practice of exclusion. The situation in which communication is conducted greatly influences language, tone, and nonverbal behavior.

Authority is not determined by hierarchy alone, but by the situation and the person who can exercise competence and leadership in the situation. Persuasion and influence are best accomplished through face-to-face meetings and in surroundings that are nonintimidating. Change requires one to see a personal benefit. Interest has to be sufficiently aroused to make the change personally desirable and rewarding. Change in behavior and attitude increases with the degree of credibility the leader has in the eyes of the subordinates.

Informal networks exist in all types of organizations and have similar patterns of information flow. The importance and reliability of networks depend on information accuracy, speed, and the credibility of the source. Skill in listening is essential to effective leadership, Poor listeners often have to redo work, spend time in seeking clarification or redirection, and waste resources in doing so. Effective communication is also written communication, and many of the same rules that apply to spoken communication also apply to written communication.