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1 – 10 of over 2000
Article
Publication date: 14 November 2016

Petra Düren

Deliberate large-scale changes in libraries need an accompanying change management. One of the essential success factors of change management is the communication process, as…

3330

Abstract

Purpose

Deliberate large-scale changes in libraries need an accompanying change management. One of the essential success factors of change management is the communication process, as insensitive communication, using e.g. ambiguous wording or inappropriate tonality can cause great damage throughout the change process. Expert interviews with library managers did show that this change communication does not have to be something elaborate and outstanding using all new technological possibilities, but can be kept simple as the most important factors are to give enough information and to get into a conversation, a personal dialogue with team members. The purpose of this paper is to show the details of a change communication style which enables leaders to cope with deliberate large-scale changes.

Design/methodology/approach

The empathic change communication style (ECCo-Style) will be analyzed and described on the basis of an extensive literature research as well as a qualitative research on practical experiences of leaders of different hierarchical levels of academic and public libraries during the change processes.

Findings

The leader’s own action – and with this his or her communication style – has a signaling effect on team members of which each leader needs to be aware of and which can be used to release an enormous pulse, especially during the change processes.

Originality/value

This ECCo-Style is newly designed.

Article
Publication date: 10 August 2022

Cen April Yue, Patrick D. Thelen and Justin Walden

The novel coronavirus (COVID-19) outbreak thrust a spotlight on organizational leaders and the challenges that employees face during periods of organizational change. The purpose…

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Abstract

Purpose

The novel coronavirus (COVID-19) outbreak thrust a spotlight on organizational leaders and the challenges that employees face during periods of organizational change. The purpose of the current study is to examine the influence of empathetic supervisor communication on employee turnover intention and the mediating role of affective trust toward supervisors and employee–organization relationship (EOR) quality. Informed by the social exchange theory and EOR literature, the authors develop a model in which affective trust toward supervisors and EOR quality mediates the relationship between empathetic supervisor communication and employee turnover intention.

Design/methodology/approach

This study recruited 417 employees based in the USA through an online panel operated by a professional survey company. Data collection that followed a quota sampling procedure lasted for about three weeks in October 2020. The authors used structural equation modeling to test the study hypotheses.

Findings

The findings of this study indicated that the extent to which supervisors adopted empathetic communication during organizational change had considerable repercussions on their supervisees' affective trust toward supervisors, relationship perception toward their organizations, and ultimately, their turnover intention.

Originality/value

This study is among the first that identifies empathetic communication as a pivotal force in driving employees' positive relational and behavioral reactions, reinforcing the growing expectation of supervisors in fulfilling communication functions during organizational change. Moreover, the authors contribute to understanding change management as an activity rooted in and enacted through communication between supervisors and subordinates. In addition, this study contributes to the organizational research of empathy during change.

Details

Management Decision, vol. 61 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Open Access
Article
Publication date: 28 November 2022

Ileana Zeler, Cristina Fuentes-Lara and Ángeles Moreno

This paper aims to explore the position of women in the communication management sector in Spain from their own experiences. The study examines female communication and leadership…

2516

Abstract

Purpose

This paper aims to explore the position of women in the communication management sector in Spain from their own experiences. The study examines female communication and leadership styles, emphasising the cost of leadership in which they are leaders or led.

Design/methodology/approach

This study used a qualitative methodology based on in-depth interviews with 22 women actively working in top companies and agencies: female communication directors, female employees with a female leader and female employees with a male leader. Data were analysed through thematic analysis.

Findings

Results show mixed communication and leadership styles. In addition, the high level of self-demand of female communication managers stands out, making it challenging to achieve a work-life balance and the implementation of successful role models.

Social implications

Exploring the factors of female leadership remains necessary to understand and make their situation in various industries and positions visible. It also helps remove barriers to leadership, guide organisations in addressing gender discrimination issues and develop mechanisms for the internal promotion of female professionals.

Originality/value

To the best of authors' knowledge, this is the first study exploring the leadership and communication styles of women in the Spanish Public Relations (PR) and communication management industries. It also highlights the aspects influencing the cost of leadership.

Details

Corporate Communications: An International Journal, vol. 27 no. 5
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 29 April 2014

James C. Sarros, Elvira Luca, Iain Densten and Joseph C. Santora

– The purpose of this paper is to use Motivating Language Theory (MLT) as a framework in determining leader use of different language styles during times of dynamic change.

6398

Abstract

Purpose

The purpose of this paper is to use Motivating Language Theory (MLT) as a framework in determining leader use of different language styles during times of dynamic change.

Design/methodology/approach

This exploratory study of executive members of the Australian Institute of Management examined how MLT may provide a mechanism for analyzing what leaders say in the context of a work setting. Written transcripts of interview data were analyzed to determine leaders’ use of three language styles: meaning-making (locutionary), direction giving (perlocutionary), and empathetic (illocutionary) language. The software program NVivo was used to help aggregate themes emerging from written and interview data into discrete modules to enable more robust and comprehensive analysis of the data.

Findings

A range of issues pertinent to the way executives lead and manage their businesses, both in private and not-for-profit organizations, was identified in this study. Direction giving language was most prominent in management activities and leadership that was strategic or people related, followed by meaning-making and empathetic language. The findings suggest that business leaders could develop a repertoire of language approaches in order to achieve organizational outcomes.

Research limitations/implications

More research of the language of leadership and its implications for organizational outcomes is warranted. For instance, the strategic integration of motivating language with a compatible set of leader behaviors, organizational objectives, and cultures may reveal mechanisms as yet unknown for achieving outcomes. Research is needed to determine the content and construct of these behaviors, objectives, and cultures. Some questions also remain regarding the appropriateness of using the Motivating Language Scale to examine the types of language used by managers and leaders in the work place. The authors recommend further application of MLT through the Motivating Language Scale in order to help clarify these queries.

Originality/value

This paper used MLT as a framework for identifying leader use of different language styles during times of dynamic change. MLT has been used to identify the speech patterns of leaders during verbal communication exchanges with staff and work colleagues, but this study is the first example of the use of MLT when examining leader responses to interviews and in their written responses to survey questions.

Details

Leadership & Organization Development Journal, vol. 35 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 12 October 2015

Joan Marques

The purpose of this paper is to present challenges in leadership performance today, as well as leadership styles that have potential, given the contemporary shifts in performance…

9688

Abstract

Purpose

The purpose of this paper is to present challenges in leadership performance today, as well as leadership styles that have potential, given the contemporary shifts in performance climate.

Design/methodology/approach

This paper is based on empirical research, obtained through methodological triangulation, partly through critical literature review, and partly through the author’s ongoing leadership studies during the past ten years, to be subdivided in three phenomenological studies, and 72 structured leadership interviews.

Findings

There is a multitude of factors that keep changing the leadership landscape, and there is a series of leadership skills that suffice well given the parameters of today’s work environments. Nine of these leadership styles are presented, including their main characteristics and contemporary usefulness.

Research limitations/implications

The studies reviewed, although in-depth, applied to a limited set of options. Because leadership is such a broad and dynamic topic, neither literature review nor qualitative studies and interview series provide an entirely comprehensive overview, especially when conducted in one part of the world.

Practical implications

Leaders may reconsider the skills required for themselves and their workforce to guarantee successful performance in an increasingly interconnected world. Leaders may engage in reflection and work toward stronger emphasis and development of skills in which they consider themselves weak. Leaders may examine their work environment and consider how to apply the factors that could facilitate one or more of the presented leadership styles in their organization.

Originality/value

The leadership styles presented are multi-applicable and are mainly based on inter-human respect, so leaders may reflect and consider the style they feel most attracted to.

Details

Journal of Management Development, vol. 34 no. 10
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 7 February 2022

Eleanor Lawrence, Suri Weisfeld-Spolter, Leslie Tworoger, Yuliya Yurova and Bahaudin G. Mujtaba

The purpose of this paper is to offer an informed method of collaboration for leaders in organizations to support adaptation to dynamic changes and challenges.

Abstract

Purpose

The purpose of this paper is to offer an informed method of collaboration for leaders in organizations to support adaptation to dynamic changes and challenges.

Design/methodology/approach

A qualitative analysis was undertaken to utilize change style preferences and personal resources in coping and responding to the extraordinary change brought about by the Covid pandemic. The Change Style Indicator (CSI) instrument and a qualitative reflection were the methods used to understand the near-term effect of this crisis.

Findings

Our findings require leaders to focus change efforts beyond organizational structure, as the work of change leadership is built upon interpersonal and individual responses and behaviors. Recommendations for leading through and recovering during dynamic change require customizing leader responses using inherent individual preferences for change and personal resource needs beyond system-wide organizational change initiatives

Originality/value

The paper offers an informed and intentional practice of leading during abrupt unpredictable change by examining typical change style preferences and reflections on personal resources utilized to respond during dynamic change. A strong recommendation for empathetic and collaborative leadership practice to support all stakeholders to adapt to change events is presented. Providing insight into how individuals typically respond to complex, unplanned change, helps inform and increase leadership capabilities and capacities for adapting during complex change.

Details

Development and Learning in Organizations: An International Journal, vol. 36 no. 6
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 11 September 2023

Yeonsoo Kim, Shana Meganck and Iccha Basnyat

This study, informed by the Situational Crisis Communication Theory, aims to suggest two primary response strategies that can be used for effective internal crisis communication

Abstract

Purpose

This study, informed by the Situational Crisis Communication Theory, aims to suggest two primary response strategies that can be used for effective internal crisis communication during a pandemic situation, such as COVID-19. The effect of base response strategies on employees' perceptions of communication quality, leadership and relational outcomes were investigated.

Design/methodology/approach

An online survey of full-time employees in the United States was conducted.

Findings

The findings showed that for an instructing information strategy, not all types of information were equally associated with positive employee responses in terms of perceived quality of internal communication related to the COVID-19 pandemic and transformational leadership. Specific information that employees need to know in order to safely perform daily tasks, such as organizational protocols and thorough preparation, seem to be the most needed and desired information. Adjusting information was positively associated with employee perceptions of internal communication quality and perceptions of CEO leadership. Employees' perceived quality of internal communication affected by the base crisis response strategies were positively correlated with perceptions of transformational leadership and relational outcomes (i.e. employee trust in the organization, employee perceptions of the organization's commitment to relationships with employees, employee support for organizational decision-making related to COVID-19).

Originality/value

This study presents important theoretical and practical insights through an interdisciplinary approach that applies the theoretical framework and relationship-oriented outcomes of public relations to public health crisis situations.

Details

Corporate Communications: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 8 November 2013

Thomas J. Chermack and Kim Nimon

– The paper ' s aim is to report a research study on the mediator and outcome variable sets in scenario planning.

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Abstract

Purpose

The paper ' s aim is to report a research study on the mediator and outcome variable sets in scenario planning.

Design/methodology/approach

This is a cannonical correlation analysis (CCA)

Findings

Twso sets of variables; one as a predictor set that explained a significant amount of variability in the second, or outcome set of variables were found.

Research limitations/implications

The study did not involve random selection or assignment and used perception-based measures.

Practical implications

The findings support scenario planning as a tool to reinforce certain decision styles and learning organization culture.

Originality/value

A critical contribution to scenario planning research, this study brings some order to the variety of variables espoused to be involved in scenario work. Clear outcomes are a learning culture and intuitive/dependent decision styles. The study makes a real contribution to quantitative scenario studies.

Details

European Journal of Training and Development, vol. 37 no. 9
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 9 September 2022

Fauzia Syed, Saima Naseer, Fatima Bashir and Tasneem Fatima

Recent evidence suggests that leaders' communication is central to an organization's success. The purpose of the current research is to examine how the leader's motivating…

Abstract

Purpose

Recent evidence suggests that leaders' communication is central to an organization's success. The purpose of the current research is to examine how the leader's motivating language (direction giving, empathetic and meaning-making) translates into positive career outcomes through the mechanism of positive affective tone.

Design/methodology/approach

A three-wave time-lagged research design was applied to collect data (N = 320) from employees of the telecom sector of Pakistan.

Findings

Employing structural equation modeling (SEM) analysis, the study results indicate that high levels of leader's motivating language (direction giving and meaning-making) result in positive affective tone in employees, which further creates career motivation (career insight, career resilience and career identity) and career satisfaction. In contrast, positive affective tone does not mediate between empathetic language and career motivation (career insight, career resilience and career identity) and career satisfaction relationship.

Research limitations/implications

The present study's findings explicate the unique effects and mechanism through which leaders motivating language becomes influential in reaping its benefits for followers' career outcomes. More research is warranted to examine other attitudinal and behavioral outcomes of leaders motivating language. This study research prepares future researchers to investigate other mediators and moderators in the leaders motivating language–career outcomes relationship. The authors recommend further implications of the study's findings for research and practice in the domain of leadership, affect and careers.

Originality/value

The current study opens up a new perspective in leaders motivating language literature by examining the underlying mechanism of positive affective tone.

Article
Publication date: 22 November 2023

Fatima Vapiwala and Deepika Pandita

This study aims to examine task and relationship conflict and their linkage with defensive communication strategies, i.e. mature, neurotic and immature defensive communication

Abstract

Purpose

This study aims to examine task and relationship conflict and their linkage with defensive communication strategies, i.e. mature, neurotic and immature defensive communication. Furthermore, Study 1 also investigated the mediating impact of relationship conflict and the moderating impact of a manager’s active-empathic listening in dealing with task conflicts and the defensive communication of the employees. Study 2 intended to assess the causal direction of task conflicts and defensive communication strategies.

Design/methodology/approach

This research integrates the Job Demands–Resources framework, Conservation of Resources theory and Conflict Expression framework. Data from 124 professionals in India’s tertiary industry was gathered using a longitudinal approach. Study 1 analyses the dynamics between conflicts and defensive communication while considering managers’ active-empathic listening as a potential mitigating factor. Study 2 was conducted after a 10-month interim to delve into the intricate causal connections between defensive communication strategies and task conflicts. For analysing the data, SPSS was used for conducting confirmatory factor analysis. Furthermore, to analyse the conceptual framework and the hypothesised relationships in this study, partial least squares (PLS) modelling was performed using Smart-PLS 4.0.

Findings

Task conflicts have a significant negative association with mature and neurotic defensive communication, whereas they have a strong positive relationship with immature defensive communication. Relationship conflict significantly mediates the association between task conflict and immature defensive communication. The moderating role of the manager’s active-empathic listening was not supported. In addition, the relationship between immature defensive communication and task conflict is significantly positive, outlining their bidirectional association. In contrast, the association between mature defensive communication is significantly negative. This highlights the potential of immature defensive communication to create escalatory conflict spirals and of mature defensive communication to de-escalate them.

Research limitations/implications

Defensive communication strategies, commonly explored in the psychological realm, particularly within family and romantic relationship contexts, have received limited attention in organisational behaviour. This longitudinal study offers a unique perspective on the evolution of defensive communication and its impact on task conflict over time, enhancing the understanding of how individuals adapt their communication strategies as conflicts persist or dissipate. The investigation also advances the understanding of conflict spirals, illustrating the potential of mature defensive communication to de-escalate conflicts while revealing a bidirectional connection between immature defensive communication and task conflicts.

Practical implications

Leaders need to prioritise addressing task conflicts, particularly those that might spiral into relationship conflicts. This would present managers with the ability to make task conflicts more functional in nature, which could help to enhance both team and organisational achievements. The bidirectional relationship between task conflict and immature defensive communication points towards the exigency for managerial and organisational initiatives to prevent the development of conflict spirals at the workplace.

Originality/value

This study offers crucial interdisciplinary perspectives into the body of literature with the longitudinal investigation of the connections between managers’ active-empathetic listening, task conflict, relationship conflict and the various defensive communication strategies. With the help of insights from this study, managers and leaders will be empowered to take the necessary actions to reduce employee defensive behaviours and foster a supportive culture for evoking positive and desirable performance.

Details

International Journal of Conflict Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1044-4068

Keywords

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