ABSTRACT
Most literature in leadership communication studies identifies certain kinds of messages that executives and managers make on a regular basis. Collins integrates these to some degree in his hierarchy at different levels: communicating knowledge, communicating teamwork, communicating trustworthiness, communicating change and vision. This chapter presents a summary of scholarship on each of these messages while linking some of the scholarship in neuroscience to them. It describes emotions leaders may feel, but it is important in a team setting to place others' emotions at least on the same level as one's own. The chapter identifies a few components of the neural system, and discusses their relationship to persuasive messages. Generally, a leader conveys his responsibility to the organization upon being appointed to the leadership position. Leaders need to be able to develop a vision for the organization and communicate it well.
