Apart from the changing definition of communication, another aspect that has continues to promote the transformation of communication management in organisations is the aspect of control. As mentioned, in the bureaucratic form of leadership such as autocracy, power rested in a single person and as such, he or she had the power to control other people within the organisation. Whereas this is the case, democratic leadership styles have shifted away from this form of control where employees receive instructions and are not expected to add their thoughts on such instructions. On the contrary, under democratic leadership styles, employees are perceived as self-motivating, self-directed, and self-supervising and as such, they do not need to be controlled but rather to be empowered to perform their task (Maravelias 2009). Therefore, in this scenario, the leadership does not possess the power to control but rather to empower. On the other, the employees are not just condemned to receiving instructions without question but rather, their input plays a critical role in sustaining employer-employee relationship. Speaking from this perspective, the success of this new approach to the relationship between the management and employees is sustained by the new form of communication that emphasises two-way communication between the sender and the receiver.
除了传播的定义不断变化外，另一个继续推动组织传播管理变革的方面是控制。如前所述，在独裁等官僚领导形式中，权力属于一个人，因此，他或她有权控制组织内的其他人。尽管如此，民主领导风格已经从这种形式的控制转变为员工接受指示，而不是期望他们对这些指示表达自己的想法。相反，在民主领导风格下，员工被认为是自我激励、自我指导和自我监督的，因此，他们不需要被控制，而是被授权执行任务（Maravelias 2009）。因此，在这种情况下，领导层并不拥有控制权，而是拥有权力。另一方面，雇员不仅被迫接受毫无疑问的指示，而且他们的投入在维持雇主-雇员关系中起着关键作用。从这个角度讲，这种管理层和员工之间关系的新方法的成功是由强调发送者和接收者之间双向沟通的新沟通形式支撑的。
Similarly, communication in the 21st century focuses on building relationships rather than just passing information from the employer to the employee. In their analysis on the role of strong employer-employee relationship, Xesha, Iwu, Slabbert and Nduna (2014) affirm that the relationships that employers establish with their employees play a critical role in determining the success of businesses and organisation in the contemporary society. This means that strong employer-employees are likely to increase the chances of the business succeeding in its respective industry as compared to a weak relationship between the two. Importantly, Maravelias (2009) points out that in order for employers to establish strong relationships with their employees, they need to promote certain values and trust, which can only be cultivated on the foundation of effective communication management. In other words, without creating a channel to promote two-way communication between employers and their employees, it is difficult to promote shared values and trust between the two, which undermines their relationship in the long run (Browning 2007). Therefore, employers have no choice but to cede some power to their employees through adopting democratic leadership styles.
同样，21世纪的沟通关注于建立关系，而不仅仅是将信息从雇主传递给雇员。Xesha、Iwu、Slabbert和Nduna（2014）在分析强大雇主-雇员关系的作用时确认，雇主与其雇员建立的关系在决定企业和组织在当代社会的成功方面起着关键作用。这意味着，与两者之间的薄弱关系相比，强大的雇主雇员可能会增加企业在各自行业取得成功的机会。重要的是，Malaviias（2009）指出，为了使雇主与员工建立牢固的关系，他们需要促进一定的价值观和信任，只有在有效的沟通管理的基础上才能培养。换言之，如果不建立促进雇主和雇员之间双向沟通的渠道，就很难促进雇主和雇员之间的共同价值观和信任，这从长远来看会破坏他们的关系（Browning 2007）。因此，雇主别无选择，只能通过采用民主领导方式，将部分权力让与雇员。
One of the case studies that underscore democratic leadership style in promoting the transformation of communication management is Singapore Airlines. An analysis of this company’s internal communication reveal that its management has establish a foundation upon which two-way communication can take place without being hindered in any way. In reference to Chong (2007), one of the major factors that motivate this company to sustain its open communication with its employees is the fact two-fold. On one hand, through open communication, the company has been able to infuse its values to its employees, who reflect such values as they serve its customers. On the other hand, the maintaining of an open communication with its employees have created a platform for its employees to submit feedback to the management on different aspects and functions of the company, thus giving the management a clear picture of its market and target customers. Importantly, rather than focus on the negative aspects of employees through elements such as negative feedback, Singapore Airlines concentrates on creating positive relationship links with its employees through promoting a communication management approach that emphasises their strengths rather than weakness. As Roberts et al. (2005) observe, focusing and communicating negative feedback to employees undermines the firm ability to reap the best performance from its employees. Therefore, Singapore Airlines has implemented measures to ensure it does not deviate from two-way communication and fall into the trap of command-and-control approach to communication management.
新加坡航空公司（Singapore Airlines）的案例研究强调了民主领导风格在促进沟通管理转型方面的作用。通过对该公司内部沟通情况的分析，发现该公司的管理建立了双向沟通的基础，不受任何阻碍。关于Chong（2007），激励该公司与员工保持公开沟通的主要因素之一是双重事实。一方面，通过开放式沟通，公司能够向员工灌输其价值观，员工在为客户服务时反映了这些价值观。另一方面，与员工保持开放的沟通为员工提供了一个平台，让员工向管理层提交关于公司不同方面和职能的反馈，从而使管理层清楚了解其市场和目标客户。重要的是，新加坡航空公司没有通过负面反馈等因素关注员工的负面因素，而是通过推广强调员工优势而非弱点的沟通管理方法，致力于与员工建立积极的关系。正如Roberts et al.（2005）所观察到的，关注并向员工传达负面反馈会削弱公司从员工那里获得更佳绩效的能力。因此，新加坡航空公司已采取措施确保其不会偏离双向通信，并落入通信管理的指挥和控制方法的陷阱。
One of the questions that emerge regard the fact that if improved dialogue between employees and their employers is the best approach to communication management, then why haven’t all organisations adopted it? Arguably, in response to this question one needs to observe that communication management that embraces democratic tendencies has its own weaknesses. In referring to the case of NASA’s Columbia and Challenger disasters, Dimitroff, Schmidt and Bond (2005) notes that open communication between employers and employees could easily open the door for groupthink, thus making it impossible for organisation to make sound decisions. In such cases, the decisions that are made could end up causing negative repercussions such as the NASA disasters mentioned above.
出现的一个问题涉及这样一个事实：如果改善员工与雇主之间的对话是沟通管理的更佳方法，那么为什么所有组织都没有采用它？可以说，在回答这个问题时，我们需要注意到，拥抱民主倾向的沟通管理有其自身的弱点。Dimitroff、Schmidt和Bond（2005）在提到美国宇航局哥伦比亚号和挑战者号灾难的案例时指出，雇主和雇员之间的公开沟通很容易为集体思维打开大门，从而使组织无法做出正确的决策。在这种情况下，做出的决定最终可能会造成负面影响，如上述NASA灾难。
In conclusion, the adoption of democratic leadership concepts within organisations promotes dialogue between leaders and followers, thus improving communication. Note that due to transformation in the way the management control employees, there is a significant inclination towards creating communication management approach that promote empowerment of employees rather than controlling them. In the same line of thought, since the most modern organisations are increasingly focusing on developing strong employer-employee relationship, adopting a communication management style that promotes the development of trust and enhances sharing of values has been a major factors promoting two-way communication in their environment. Furthermore, as the case study on Singapore Airlines reveals, two way communication not only allows the management to infuse the company’s values into employees but also provides a platform for the company to learn more about its market through feedback from its employees. Whereas this is the case, there is a need to emphasise that open communication under democratic leadership styles does not alienate the management from their responsibility to make critical decisions as the need arises. In other words, even in the case whereas employees communicates freely with the management or leadership in organisations, the management has a responsibility to make decision and chart the way forward for the organisation. In this case, the decision-making responsibility cannot be passed to employees just because they have improved communication with their employers.
总之，在组织内采用民主领导理念可以促进和追随者之间的对话，从而改善沟通。请注意，由于管理层控制员工的方式发生了变化，因此有很大的倾向于创建促进员工赋权而非控制员工的沟通管理方法。同样，由于大多数现代组织越来越注重发展强大的雇主-雇员关系，因此采用促进信任发展和价值观共享的沟通管理方式已成为促进其环境中双向沟通的主要因素。此外，新加坡航空公司的案例研究表明，双向沟通不仅可以让管理层向员工灌输公司的价值观，还可以为公司提供一个平台，通过员工的反馈了解其市场。鉴于这种情况，需要强调的是，民主领导风格下的公开沟通不会使管理层疏远他们在需要时做出关键决策的责任。换言之，即使在员工与组织中的管理层或领导层自由沟通的情况下，管理层也有责任为组织做出决策和规划前进方向。在这种情况下，决策责任不能仅仅因为员工改善了与雇主的沟通而转移给员工。