Silo is a business term that has been passed around and discussed at many boardroom tables over the last 30 years. Like agricultural silos that separate various types of grain, business silos can describe groups or departments within an organization that work divided with little functional access or communication with other groups. “Silo Syndrome” can plague any type or size organization and this type of mentality will reduce efficiency in the overall operation, reduce morale, and may contribute to the demise of a productive organizational culture.
It is on university campuses that the future of society is taking shape. Faced with this pressure, higher education institutions must find ways to minimize the Silo Syndrome. Given the strategically important position that they occupy in society, universities owe it to themselves to implement an effective communications system that crosses departments; one that is professional and in-step with the times. “Using the right tools to communicate the right messages at the right time can salvage crises and motivate people to work towards success” (Sarma, 2011).
There is a lack of information specific to higher education on the relationship between leadership and faculty/staff morale. However, in the articles that exist on this topic, some common themes emerge. In order to foster good morale through good leadership, an institution must cultivate an atmosphere of continuous improvement in which leadership (rather than day-to-day functional management) is emphasized and our most crucial asset, human capital, is fully and productively leveraged (Blaschke et al., 2014).
Communication in the context of leadership refers to both interpersonal communications between the leader and followers and the overall flow of needed information throughout the organization. To be proficient in communication that informs and seeks out information, giving employees a voice and communication that connects interpersonally with others. While there is room for improvement in the official channels of communication, leaders can help foster a culture that supports development, professional networks and inter-departmental relationships that facilitate employee connection and engagement with each other. In consideration of improving internal communication and employee engagement, Universities can foster a culture of leadership and support leadership development for employees at all levels.
Communication is sometimes referred to as the “lifeblood” of an organization because the existence of it depends on things like teamwork, leadership, responsibility; each of which requires extensive communication (Seth et al., 2009). Breaking down silos is critical, even at large universities. Kezar (2005) identified that building a culture of collaboration on college campuses was a slow process but that collaboration across units (e.g., between academic and student affairs), disciplines (e.g., in social sciences and education), and functional offices (e.g., marketing and business office) can pay off in increased organizational efficiency, effectiveness, and enhanced student learning. Messages convey directions, provide synchronization within an institution and can play a critical role in shaping organizational culture.
References
Blaschke, S. s., Frost, J., & Hattke, F. (2014). Towards a micro foundation of leadership, governance, and management in universities. Higher Education, 68(5), 711-732.
Kezar, A. (2005). What campuses need to know about organizational learning and the learning organization. New Directions for Higher Education, 2005(131), 7-22.
Sarma, R. (2011) Essay on the Importance of Good Communication Skills of Employability. Publish Your Articles. Retrieved April 1, 2017 from [http://www.publishyourarticles.org/knowledge-hub/articles/communication-skills.html]
Seth, M., Sethi, D. (2009) Interpersonal Communication: Lifeblood of an Organization. The IUP Journal of Soft Skills. Retrieved July 3, 2017 [from http://iims.uthscsa.edu/sites/iims-drupal/files/Novel/communication/Communication-5.pdf%5D
M. Lindsay Brown 
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