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1 – 10 of over 32000The purpose of this conceptual paper is to engage the field of leaders, practitioners, organizational trainers, and scholars into the idea that leader talk and the implementation…
Abstract
Purpose
The purpose of this conceptual paper is to engage the field of leaders, practitioners, organizational trainers, and scholars into the idea that leader talk and the implementation of Motivating Language Theory takes ability. It takes thought and intentionality. It goes beyond just the use of the three leadership languages known as the Motivating Language Constructs that are so often written about in Motivating Language Theory research as “Motivating Language” when indeed they are not.
Design/methodology/approach
The conceptual approach behind this quick primer is to take previous research in Motivating Language Theory and refine and expand the work centered around Motivating Language Ability in order to bring greater attention and focus to Motivating Language and the necessary skills leaders need to bring it about.
Findings
The findings of this conceptual paper explicitly highlight levels of leader talk and Motivating Language usage and provides ideas and strategies for the implementation of Motivating Language Ability.
Research limitations/implications
The research implication of this conceptual paper is to assist scholars in clarifying their use of Motivating Language in research as there are times when researchers will identify Motivating Language in their research but not have Motivating Language as a significant variable.
Practical implications
The practical implication of this conceptual paper is to provide guidance and information to practitioners in the field on content that is critical for leader and organizational development.
Originality/value
The value of this conceptual paper is that it builds off of research already published and adds additional clarification and emphasis to an understudied and discussed element of Motivating Language Theory and leader talk in general.
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The purpose of this conceptual paper is to increase the clarity and application of the original model and integration table. Specifically, the intent was to increase clarity by…
Abstract
Purpose
The purpose of this conceptual paper is to increase the clarity and application of the original model and integration table. Specifically, the intent was to increase clarity by highlighting elements left out of the original article (sentence frames), adding additional information on the medium of leadership practice through the addition of Bolman and Deal's leadership lessons, and improving the flow and structure of leader steps as leaders move across the model in the leader sequence of events. Finally, the model was tweaked to adjust the political frame across both direction-giving and empathetic language based on participant feedback and a literature review.
Design/methodology/approach
The approach of this conceptual paper is to continue the evolution of the integration of the Four-Frames and Motivating Language Theory (MLT) first presented in DLO in 2019 using updated literature from Bolman and Deal (2019, 2021) and feedback from real-world implementation of the contents from the original article.
Findings
The findings of this conceptual paper are in two forms. First, the Version 2.0 integration model illustrates greater clarity and an improved sequence for implementation by leaders to address the pressing issues they face. Second, the illustration of the sentence frames and their evolution from the original article (2019) to the current paper highlights the power and integration of the Four-Frames and Motivating Language Theory regarding their versatility and utilization as a critical thinking and teaching tool for leaders and organizations.
Practical implications
For practitioners, this conceptual paper provides additional information on how to implement the Four-Frames as leaders through the power and influence of leadership communication and action.
Originality/value
The value of the Version 2.0 integrated model continues to leverage the combination of the Four Frames and Motivating Language Theory, which is still unique in the research. This evolution of the integration creates greater clarity in terms of understanding and utilizing leadership, connecting and sequencing the Four-Frames and MLT together, and applying the Four-Frame(s) accurately. This article continues to extend the field of Motivating Language Theory and addresses a gap in the work of the Four Frames – communication.
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Sovia R.J. Singh, Kulwant Kumar Sharma, Amit Mittal and Pawan Kumar Chand
This study aims to examine the effect of motivating language on employee performance and assesses the mediating roles of organisational citizenship behaviour and employee…
Abstract
Purpose
This study aims to examine the effect of motivating language on employee performance and assesses the mediating roles of organisational citizenship behaviour and employee engagement between motivating language and employee performance in the Indian health-care sector, which is a highly demanding work environment, wherein employee burnout is high.
Design/methodology/approach
The study was in the context of COVID-19 pandemic set for health-care workers in India. To collect data and test the proposed research model, 328 questionnaires were respondent by multi-level health-care professionals from private and government hospitals in North India.
Findings
The findings suggest that leader’s motivating language is crucial for health-care leaders, inducing employee’s performance in context to patientcare, safety and satisfaction. Underpinning theory of leader member exchange substantiates that the role of leader is pivotal in daily interaction with the stakeholders. Self-determination theory of motivation is determined by psychological needs satisfaction inducing employee engagement and organisational citizenship behaviour, amplified through the leader’s motivating language, resulting into improved patientcare and patient safety. The findings state that leader’s motivating language impacts the high culture context like health-care professionals, as observed in the Indian health-care sector during COVID-19. The findings are indicative of developing non-cognitive personality traits for managerial skills.
Practical implications
The study substantiates the pivotal role of the leader’s communication with stakeholders such as patients/attendants and health-care staff. The findings, which are an indicator of patientcare, as an outcome of patient compliance, will be indicative of developing the non-cognitive skills in the personality traits of managerial skills, inducing patients’ trust in their health-care providers, using motivating language. Therefore, the health-care professionals must be trained in the application of motivating language with stakeholders, namely, patients/attendants and staff.
Originality/value
The findings state that leader’s motivating language impacts on employees of high culture context like health-care professionals, as observed in the Indian health-care sector during the recent global medical emergency of COVID-19, whereas the earlier studies posited leader’s motivating language to be effective on employees with low-cultural context. The role of leader is pivotal in daily interaction with the stakeholders, namely, patients/attendants and health-care staff.
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The purpose of this conceptual paper is to increase the leadership and organizational effectiveness concepts presented by Simon Sinek in his 2009 book “Start with Why” by…
Abstract
Purpose
The purpose of this conceptual paper is to increase the leadership and organizational effectiveness concepts presented by Simon Sinek in his 2009 book “Start with Why” by connecting them to Motivating Language Theory and presenting the integrated framework within a double-loop organizational and developmental learning model.
Design/methodology/approach
The approach of this conceptual paper is to link Sinek’s concepts WHY/HOW/WHAT with Motivating Language Theory’s constructs Meaning-Making Language/Empathetic Language/Direction-Giving Language to support deeper implementation as well as maximize implementation of WHY/HOW/WHAT through implementation of the higher-level variable Motivating Language. Additionally, this conceptual paper expands upon Sinek’s discussion of process and outcomes through the illustration of a double-loop organizational learning and development model that highlights data-driven decision-making, working from the inside-out organizational processes, and the connection between outcomes and reflection to improve organizational work.
Findings
The findings of this conceptual paper are motivating language theory can enhance and extend Sinek’s organizational and leadership assertions, and the creation of a double-loop organizational learning and development model provides greater clarity and insight to Sinek’s initial concepts presented in Start with Why. These findings provide practitioners greater tools and resources for implementation in the field as well as continue to provide scholars with an ongoing thread of connections and applications of Motivating Language Theory.
Originality/value
The originality of this conceptual paper builds off Sinek’s assertion that communication is vital to leaders and organizations by giving it context and specificity in the form of a well-established leadership and organizational communication theory.
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This conceptual paper aims to add context and support to the field of Motivating Language Theory around the area of change and transformation. With this paper, the direction and…
Abstract
Purpose
This conceptual paper aims to add context and support to the field of Motivating Language Theory around the area of change and transformation. With this paper, the direction and shape of the change within the field of Motivating Language Theory for practitioners and scholars alike has been expanded.
Design/methodology/approach
The design and approach of this conceptual paper is to expand upon the existing literature to create a new framework for organizational learning and a new model for leadership development to support change and change leadership through the integration of Kotter’s Stages of Change, Bolman and Deal’s Four-Frame Model, and Motivating Language Theory. The “methodology” is the infusion of the W. Author & S. Colleague Four-Frame-MLT model with the Bolman & Deal and Kotter – Four-Frame model into one seamless MLT supported/driven Four-Frame change model.
Findings
The findings of this conceptual paper are in the form of an integration table that integrates the Bolman and Deal (2021) Kotter Stages of Change and the Four Frames with Motivating Language Forms and Constructs based upon ideas and assertions (guidance) from the Kotter (2007) article. These findings highlight the three concrete steps of the infused model (1) identify the appropriate Stage of Change, (2) select the best frame or frames that address the stage of change, and (3) utilize the appropriate MLT form (action) and construct (language) to execute the change effectively.
Originality/value
The originality of this conceptual paper is in the fusion of Kotter’s Stages of Change, the Bolman and Deal Four-Frames, and Motivating Language Theory. The three components have not been brought together before this paper. In terms of value, this conceptual paper creates an opportunity for those in the real world to have a useful framework to explore change, action/communication, and leadership. For those in academic positions, this paper creates a new starting point for exploring motivating language theory and change.
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Md Karim Rabiul, Tan Fee Yean, Ataul Karim Patwary, Ahmad Edwin Mohamed and Haim Hilman
This study aims to validate the motivating language scale developed by Mayfield et al. (1995) in the context of the hotel industries of Bangladesh and Malaysia.
Abstract
Purpose
This study aims to validate the motivating language scale developed by Mayfield et al. (1995) in the context of the hotel industries of Bangladesh and Malaysia.
Design/methodology/approach
For Study 1, data were collected from employees (lower and mid-level) of three to five-star hotels in Bangladesh. Customer-contact employees working in four- and five-star hotels in Malaysia participated in Study 2. Both studies featured a cross-sectional survey design.
Findings
Factor analysis revealed that both samples provided three-factor solutions for the motivating language scale in both countries. Convergent, discriminant and nomological validity were assessed by testing with outcome variables of motivating language.
Research limitations/implications
Future studies may use all three versions of the scale (Bengali, Malay and English) to collect data, as all three have been validated.
Originality/value
By validating the Bengali and Malay versions of the motivating language scale, this study contributes to the leadership language literature, specifically that related to hotel industries in developing contexts.
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Sandra Gutierrez-Wirsching, Jacqueline Mayfield, Milton Mayfield and Wei Wang
The purpose of this paper is to propose motivating language as a mediator to increase the positive effects of servant leadership on subordinates’ outcomes. The authors propose…
Abstract
Purpose
The purpose of this paper is to propose motivating language as a mediator to increase the positive effects of servant leadership on subordinates’ outcomes. The authors propose that motivating language acts as a mediator to transmit servant leadership traits and enhances the positive impact that servant leadership verbal behavior has on employees’ performance.
Design/methodology/approach
By developing a conceptual model, the authors propose a connection between servant leadership and motivating language.
Findings
In the proposed model, motivating language acts as a full and a partial mediator. The authors further categorize three distinct outcome sets that should be improved from this relationship. The first set includes improved worker performance, job satisfaction, absenteeism and worker innovation. The second set is composed of self-efficacy, organizational citizenship behavior and employee commitment. Finally, the third set includes trust, satisfaction with the leader and inspiration to become servant leaders.
Research limitations/implications
Empirical research needs to be conducted to test this model.
Practical implications
The positive effects of servant leadership through the use of motivating language could be operationalized in multiple ways. First, potential servant leaders could take the well-established, reliable and valid motivating language scale to diagnostically identify their leader-member communication strengths and weaknesses. Then, tailored motivating language trainings could be implemented which target motivating language weaknesses and key strategic outcomes in the proposed model. Furthermore, motivating language training would be a valuable instrument for transmission of a servant leadership culture.
Social implications
Servant leadership style responds to the demand for positive ethical behavior that is much needed during these times when emphasis is given to profitability and lack of concern for people is the norm rather than the exception. It is also synchronized with the current benefits of organizational citizenship behaviors that have recently emerged in the field of managerial research.
Originality/value
This paper aims at addressing a gap in the literature by developing a model of how leader strategic language, namely, motivating language, mediates between servant leadership and worker outcomes.
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Cau Ngoc Nguyen, Wei Ning, Albi Alikaj and Quoc Nam Tran
This study aims to examine the impact of managerial use of motivating language on employee absenteeism, turnover intention, job satisfaction and job performance for employees from…
Abstract
Purpose
This study aims to examine the impact of managerial use of motivating language on employee absenteeism, turnover intention, job satisfaction and job performance for employees from three nations: India, the USA and Vietnam.
Design/methodology/approach
Data is collected from 614 employees working in India, the USA and Vietnam. A variance-based partial least squares structural equation modeling technique is used to test the hypotheses. In addition, a statistical test is used to examine the statistical differences in the results across the three nations.
Findings
The findings are consistent with the motivating language theory, in that managerial use of motivating language can be an effective strategy in motivating employees. Specifically, motivating language is found to significantly decrease employee absenteeism and turnover intention, as well as significantly increase job satisfaction and performance across the three nations. The effect sizes indicate that, across all samples, motivating language has a medium effect for all employee outcomes, except absenteeism, which is shown to have a small effect size. Moreover, the results indicate that employees in different cultures perceive and interpret the leader’s use of motivating language in different ways. Whereas motivating language may receive greater success in promoting workers’ job performance in eastern cultures, it is also more effective in retaining employees in western cultures.
Originality/value
The study adds to the literature in three major ways. First, it provides evidence for two understudied relationships: motivating language and absenteeism and motivating language and turnover intention. Second, it assesses the generalizability of the motivating language theory by investigating data from India, the USA and Vietnam. Finally, this paper offers a statistical comparison of the three samples to analyze how the relationship between motivating language and worker outcomes differ among the three samples.
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William T. Holmes, Michele Parker, Jentre J. Olsen and Jam Khojasteh
The purpose of this study was to determine the influence of rural superintendent’s talk on the perceived outcomes of principal communication competence and organizational…
Abstract
Purpose
The purpose of this study was to determine the influence of rural superintendent’s talk on the perceived outcomes of principal communication competence and organizational communication satisfaction. More specifically, this study explored whether the source credibility dimensions of goodwill, competency and trustworthiness had a greater impact on the perceived outcomes when mediated by motivating language (ML) than not.
Design/methodology/approach
Direct and indirect paths between superintendent and principal communication were modeled, analyzed and evaluated using descriptive and inferential methods, including R version 3.6.1 with the lavaan package and the Sobel mediation test.
Findings
Research findings indicated the importance of superintendent talk and motivating language theory (MLT) that, when combined, constitute the medium of superintendent practice and enable a superintendent to execute their roles and duties. Additionally, the authors found the dimensions of goodwill and competency had the most significant impact on the two outcomes mediated by ML. This finding indicates that principals are calling for a more empathetic and interactive form of credibility than the long-established form of credibility based on expertise and stewardship. Finally, as the authors call for an expanded role from the community in research, scholarship and implementation of MLT, they suggest due to the lack of significance in trustworthiness mediated by ML, future research into trustworthiness and trust.
Originality/value
This study’s value is to increase understanding of educational administration scholars of MLT and its power to influence employee and organizational outcomes and highlight a reframing of superintendent credibility away from say and do agreement and expertise and stewardship.
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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 language…
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.
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