LEADERSHIP COMMUNICATION STRATEGY IN IMPROVING EMPLOYEE WORK DISCIPLINE AT THE SOLO-MOLO SUB-DISTRICT OFFICE

Abstract

This study aims to understand the communication used by the leader, describe employee work discipline, and analyse the leadership communication strategy used to improve work discipline at the Somolo-Molo District Office. A descriptive qualitative case-study design was employed. Seven informants were selected purposively: one key informant (the District Head), two main informants (the District Secretary and the Head of General Affairs Subdivision), and four supporting informants (employees/staff). Data were collected through interviews, observation, and documentation and analysed through data reduction, data display, conclusion drawing, and verification. The findings show that leadership communication is open and two-way and combines meetings, assemblies, direct communication, letters/dispositions, digital media, and informal communication. Work discipline is categorised as fairly good but not yet fully consistent. In measurable qualitative terms, all seven informants described attendance as generally maintained, while all seven also identified occasional lateness and the need for stronger consistency; effective use of working hours, leave/out-of-office reporting, and completion of some tasks still require reminders. Leadership communication is implemented through informative, persuasive, educational, repetitive, role-modelling, personal coaching, supervision, gradual reprimand, proportionate firmness, evaluation, and positive reinforcement approaches. Identified improvements include better punctuality, more orderly absence reporting, more effective use of working hours, and faster task completion. Sustainable discipline requires consistent rule enforcement, routine briefings, documented follow-up, multichannel communication, and exemplary conduct across all levels of leadership.