Author(s), Title and Publication Kraft, A., Sparr, J.L. & Peus, C. J. (2018). Giving and making sense about change: The back and forth between leaders and employees. Journal of Business and Psychology, 33(1), 71-87. doi.org/10.1007/s10869-016-9474-5 Summary Leader sensegiving – the attempt to affect employees’ sensemaking – is a crucial leadership activity during organizational change. The … Continue reading Giving and Making Sense About Change: The Back and Forth Between Leaders and Employees
Author(s), Title and Publication Lovelace, K.; Shapiro, D. L.; & Weingart, L. R. (2001). Maximizing cross-functional new product teams’ innovativeness and constraint adherence: A conflict communications perspective. Academy of Management Journal, 44(4), 779-793 Summary This study examined the impact of team diversity on team performance. Due to increasing competition resulting from market globalization and changing … Continue reading Maximizing Cross-Functional New Product Teams’ Innovativeness and Constraint Adherence: A Conflict Communications Perspective.
Topic: Change Communication Authors, Title and Publication Christensen, M. (2014). Communication as a strategic tool in change processes. Journal of Business Communication, 51(4), 359-385. Summary A major challenge for organizations is to develop both climate and leadership strategies that allow them to cope with challenges such as downsizing, re-engineering, flattening structures, global competition, and the introduction of … Continue reading Four Strategies for Communicating with Employees During a Major Change
Topic: Leader Communication; Culture and Values Authors, Title and Publication Jing, F., Avery, G., & Bergsteiner, H. (2014). Enhancing performance in small professional firms through vision communication and sharing. Asia Pacific Journal of Management, 31(2), 599-620. Summary Research has suggested that when leaders work with a vision, a variety of important outcomes at the individual, group, and … Continue reading Enhancing Performance in Small Professional Firms through Vision Communication and Sharing
Topic: Supervisor Communication Authors, Title and Publication Mayfield, J., & Mayfield, M. (2012). The relationship between leader motivating language and self-efficacy: A partial least squares model analysis. Journal of Business Communication, 49(4), 357-376. Summary This study examined the nature and processes of the relationships between leader motivating language and its effects on employee self-efficacy and … Continue reading The Relationship Between Leader Motivating Language and Self-Efficacy
Topic: Leadership Author(s), Title and PublicationRuderman, M. N.; Ohlott, P. J.; Panzer, K.; & King, S. N. (2002). Benefits of multiple roles for managerial women. Academy of Management Journal, 45(2), 369-386. SummaryThis article used two studies to examine the relationships between female managers’ multiple life roles and their psychological well-being and managerial skills. In study … Continue reading Benefits of Multiple Roles for Managerial Women
Topic: Power, Leadership Communication, and Organizational Culture Author(s), Title and Publication Tost, L.; Gino, F.; & Larrick, R. (2011). When power makes others speechless: The negative impact of leader power on team performance. Academy of Management Journal, published online before print September 4, 2012. Summary This research examined the impact of leaders’ feelings of power … Continue reading When power makes others speechless: The negative impact of leader power on team performance
Topic: Motivating Language Author(s), Title and Publication Sharbrough, W. (2006). Motivating Language in Industry. Journal of Business Communication, 43(4), 322-343. Summary This study examined leaders’ use of motivating language (ML) and several key employee outcomes at the southeast regional division of a Fortune 500 company. Motivating language theory (MLT) predicts that leaders can improve subordinates’ … Continue reading Motivating Language in Industry
Topic: Responsible Leadership Author(s), Title and Publication Seeger, M. W., & Ulmer, R. R. (2003). Explaining Enron: Communication and Responsible Leadership. Management Communication Quarterly, 17(1), 58-84. Summary Enron, which is the nation’s seventh largest corporation, collapsed in a financial scandal of 2001-2002. This case study explored the reasons for Enron’s demise with principles of communication-based … Continue reading Explaining Enron: Communication and Responsible Leadership
Topic: Motivating Language and Employee Absenteeism Author(s), Title and Publication Mayfield, J., & Mayfield, M. (2009). The Role of Leader Motivating Language in Employee Absenteeism. Journal of Business Communication, 46(4), 455-479. Summary Research has found that about 52 percent of employee absences are discretionary. These avoidable absences are the result of factors such as stress … Continue reading The Role of Leader Motivating Language in Employee Absenteeism
At the IPR Trustees Research Symposium in November, Bruce Berger, winner of the 2012 Pathfinder Award for an original program of scholarly research advancing the practice of public relations, spoke to an audience of research funders about his work. Summarizing decades of focus on employee communications, Bruce said: Let me close by summarizing what I … Continue reading Listening to Bruce Berger: Leaders, Supervisors and Culture
Topic: Distrust Author(s), Title and Publication Keyton, J., & Smith, F. L. (2009). Distrust in Leaders: Dimensions, Patterns, and Emotional Intensity. Journal of Leadership & Organizational Studies, 16(1), 6-18. Summary This study examined distrust as either a violation of trust (trust initially exists, and distrust occurs when something damages established trust) or the opposite of … Continue reading Distrust in Leaders: Dimensions, Patterns, and Emotional Intensity