Content uploaded by Sudha Mishra
Author content
All content in this area was uploaded by Sudha Mishra on Jun 15, 2020
Content may be subject to copyright.
Listening as a Leadership Tool: A Survey of
Subordinates’ Perception towards Listening Skills of
Effective Leaders
Dr. Sudha Mishra
Associate Professor, ASCENT
Amity University Madhya Pradesh, Maharajpura Dang, Gwalior (MP)-474005
Abstract
It has been proven through researches that empathetic listening is one of the most important
components of communication for influential leadership. It can be used as a powerful means to
ensure an increased commitment, willing support and retention of the subordinated. Leaders with
effective listening skills develop better rapport with subordinates and thus have more positive
and fruitful interactions with them. An empathetic listening involves three aspects: showing
willingness to listen, showing understanding of the spoken message, and showing understanding
of the unspoken message. An effective leader should not only provide his subordinates a chance
to speak, but he should also actively engage in their opinions and ideas. Ironically, this is the
skill most leaders ignore, which leads to pent-up grievances and dissatisfaction among the
employees. This paper strives to establish a correlation between empathetic listening skills and
effective leadership.
Keywords: Communication, Listening, Empathy, Leadership
Journal of Xidian University
VOLUME 14, ISSUE 6, 2020
ISSN No:1001-2400
http://xadzkjdx.cn/
https://doi.org/10.37896/jxu14.6/170
1410
Introduction
Stephen R. Covey has rightly remarked, “Most people do not listen with the intent to understand;
they listen with the intent to reply.”
i
Communication is the pivotal phenomenon that helps
organizations survive in the modern business environment that is so enthused with constant
transformation and precipitous competition. Heyns and Luke have (2012) have emphasized that
leaders must have mastery over effective communication skills in order to ensure sustainable
business accomplishments. The word “Communication” has been derived from the Latin word
“communis”, which means common. Thus, communication signifies the process of making
common the ideas or information between people. W. H. Newman and C. F. Summer define
communication as exchange of ideas, information, opinions, and emotions between two or more
persons. Leaders communicate in order to achieve a certain desired effect on the behavior of the
subordinates, to motivate a desired action and to persuade preferred response. Where effective
communication can significantly contribute to the growth of an organization, ineffective
communication skills of the leaders drastically hampers the organization‟s ability to achieve its
objectives.
Listening is the most essential leadership skills for successful management because it plays a
significant role in developing partnerships with subordinates and therefore can greatly improve
interpersonal interactions within an organization. Furthermore, talking to a senior always makes
a subordinate conscious which may result into withholding certain sensitive fractions of the
message due to awe and nervousness. It is therefore imperative for effective leaders to develop
the ability to comprehend the unspoken part of the message while listening to a subordinate. The
feeling of being listened to by the leaders encourages the subordinates and makes them feel more
supported and cared for, which in turn makes them more committed to the leaders and to the
Journal of Xidian University
VOLUME 14, ISSUE 6, 2020
ISSN No:1001-2400
http://xadzkjdx.cn/
https://doi.org/10.37896/jxu14.6/170
1411
business. Those executives who listen to their employees while empathizing with them and
acknowledging their desires, concerns and ideas are best equipped to accomplish organizational
goals.
The Research Question
This study is based on the research question:
− “What is the perception of the subordinates towards the effectiveness of their leader‟s
listening skills and how does it affect their image as leaders?”
The Research Hypotheses
From the research question stem two hypotheses:
a) The subordinate‟s rapport with the leader is governed by active listening skills of the
leader.
b) The subordinates tend to like and work better with those leaders who possess the skills of
empathizing with their subordinates while listening and have the adroitness to sense the
unspoken messages between the spoken ones.
Literature Review
Burley Allen (2005)
ii
suggests that individuals rarely understand the impact of successful and
ineffective listening on personal and social interactions, given the reality that a relatively
significant portion of the interaction period involves listening. Pelham (2006)
iii
found listening to
be an incident of careful analysis not only of the words but also how the meaning is conveyed,
through the verbiage, tone, diction and body language symbols of the person. He has reinforced
that leaders with ineffective listening skills are more likely to make mistakes, are generally less
Journal of Xidian University
VOLUME 14, ISSUE 6, 2020
ISSN No:1001-2400
http://xadzkjdx.cn/
https://doi.org/10.37896/jxu14.6/170
1412
effective in leadership positions, and continue to hinder the flow of knowledge concerning
organization. Insufficient exchange of information can lead to significant decline of plausibly
lucrative opportunities for leaders.
In addition, the association between good communication abilities and successful leadership was
highlighted by Canary et al. (2008)
iv
who claim that certain executives who are compassionate
listeners can develop an instant collaboration with the team members, which will consequently
help in recognizing these executives as preferential leaders. The leaders who listen attentively
and compassionately listen are generally regarded by staff members as far more competent
communicators, raising the possibility of achieving strategic objectives. Leaders dig further into
complex problems and tactics, and through active listening, may offer invaluable feedback.
Successful managers, as De Janasz et al. (2009)
v
found out, all tend to be enthusiastic listeners
who have been genuinely concerned and who invest in the overall conclusion of the
conversation. The centrality of considerate listening to powerful leadership is also highlighted by
Henrico & Visser (2012)
vi
who conclude that managers are expected to be sensitive and
genuinely informed about the feelings and emotions of their staff during the communication by
insightful involvement in attempt to be truly productive leaders. Effective listening, a key
component of the effective communication skills, is arguably far more important than perhaps
speaking skills when it comes to leadership effectiveness, organizational success as well as
efficient management. Furthermore this research is an extension to a previous study conducted
by the researcher to establish the correlation between powerful non-verbal communication and
effective leadership.
vii
Journal of Xidian University
VOLUME 14, ISSUE 6, 2020
ISSN No:1001-2400
http://xadzkjdx.cn/
https://doi.org/10.37896/jxu14.6/170
1413
Methodology
This study was undertaken through exploratory method of research. Primary data was collected
through self constructed structured Questionnaire, and secondary sources like websites, journals
etc. were also used for data collection. Inputs were collected from 95 respondents comprising
professional from different fields and different levels in the chain of command with a balanced
gender ratio falling in the age group of 25 - 50. Face-to-face interviews were also conducted with
50 respondents to validate the data collected and to make the study more comprehensive. The
data thus received was then analyzed to check the hypotheses and to establish a correlation
between Active Listening Skills and Effective Leadership.
Discussion
Strong interpersonal attributes make a significantly contribute to complementing a leader-
subordinate relationship. It provides them with an opportunity to perceive meanings more clearly
and to explain them by articulating the perceived meaning in their own words. Listening with
enthusiasm allows the speaker to communicate the emotions by verification and validation that
further conveys an interpretation of the feelings.
With this, it must be realized that if one is excessively dismissive or unjustifiable, the emotions
of the person speaking might well be offended. However, the listener can clarify any subjective
assumptions by providing a detailed feedback and show interest in the message of the speaker.
Efficient listening also motivates the speaker to articulate ideas and emotions. Speakers are more
likely to talk openly because they realize that the listener is involved and empathetic to them.
Good listening facilitates two-way dialog and an appreciation of each other. Once the
subordinates are given ample time to thoroughly express their concerns and emotions, the
Journal of Xidian University
VOLUME 14, ISSUE 6, 2020
ISSN No:1001-2400
http://xadzkjdx.cn/
https://doi.org/10.37896/jxu14.6/170
1414
leader can encourage them to effectively deal manage those emotions and also develop a
trustworthy and constructive collaboration.
The present study aims at reinforcing the conceptual interpretation of the verbal and non - verbal
attributes of listening strategy, which have the strongest propensity to shape the leadership skills
of an individual, and also at exploring which leadership traits may determine listening efficiency
of an individual.
Survey Results and Analysis
There were two sets of 12 close ended questions in the questionnaire with one set for effective
leadership and the other for ineffective leadership. The responses recorded in each question are
discussed in detail here.
For the first question, “While you are talking to your team leader, does he/she interrupt and
finish your statement for you?”, 95 percent of the respondents said „No‟ for the leaders they like
and „Yes‟ for those they do not like. This substantiates the fact that good leaders are patient
listeners. They do not interrupt when a subordinate is speaking, and allow for open discussions.
The second question, “When you approach your team leader with a problem, does he/she suggest
solutions before the problem is fully explained?” further reinforces this idea as 88 percent of the
respondents said „No‟ for the leaders they like and „Yes‟ for those they do not like. This proves
that being judgmental and jumping to conclusion are signs of ineffective leadership skills.
The next four questions were about the nonverbal aspects of listening. Over 90 percent of the
Respondents claimed that they did not want members who appeared to be occupied scribbling,
shuffling documents, cleaning lenses, fiddling with pens, or any other things when seeking
Journal of Xidian University
VOLUME 14, ISSUE 6, 2020
ISSN No:1001-2400
http://xadzkjdx.cn/
https://doi.org/10.37896/jxu14.6/170
1415
advice and feedback, or receiving calls and emails whilst the respondents were attempting to
engage in a serious discussion with them. However, it was highly appreciated when the leaders
looked at them, seemed concerned and made sporadic eye contact with the team members whilst
they were talking. The respondents of the face to face interview confirmed that such nonverbal
cues made them feel important in the team and motivated for honesty and active participation in
the task.
There were six questions on empathy and openness of the leaders in communication. The
majority of the respondents confirmed that they were highly influenced by the leaders who
reflected genuine interest in listening to their subordinated through warm body language and
entire orientation towards the speaker. They also registered that the leaders they appreciate are
good at “managing by walking around”, i.e. they go to the employees and make themselves
available.
Conclusion
Based on the responses recorded by 95 respondents from various organizations located in
Gwalior, it can be concluded that empathetic listening promotes collaborative communication
and shared trust. The respondents were from different job profiles ranging from higher levels in
the workplace hierarchy to the support staff and lower level of employees. There was equivalent,
if not equal, number of male and female respondents in the age group of 25–50 years. It can,
therefore, be generalized that emotional intelligence and good listening skills are important and
integral parts of an individual's ability to lead. Productive leaders are incredibly efficacious
listeners. They pay attention to their staff and construct on everyone's feedback. They have the
Journal of Xidian University
VOLUME 14, ISSUE 6, 2020
ISSN No:1001-2400
http://xadzkjdx.cn/
https://doi.org/10.37896/jxu14.6/170
1416
potential to bring the best out of their colleagues by constructive and considerate communication
and constant reinforcement shown nonverbally.
References
i
Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal
Change
ii
Burley-Allen, M., 2005, Listening: The forgotten skill, 2nd edn., Wiley, New York.
iii
Pelham, A., 2006. „Do consulting-oriented sales management programs impact sales force
performance and profit?. Journal of Business & Industrial Marketing
iv
Canary, D.J., Cody, M.J. & Manusov, V.L., 2008, Interpersonal communication: A goalsbased
approach, 4th edn., Bedford St. Martin‟s, Boston, MA.
v
De Janasz, S., K. Dowd, B. Schneider, 2009. Interpersonal Skills in Organizations. New York:
McGraw Hill
vi
Henrico, A. & Visser, K., 2012, „Leading‟, in S. Botha & S. Musengi (eds.), Introduction to
business management – Fresh perspective, pp. 160–189, Pearson, Cape Town.
vii
Mishra, Sudha, 2018. Nonverbal Communication: An Influential Tool for Effective
Management. International Journal of Business and General Management, pp 19-23,
Journal of Xidian University
VOLUME 14, ISSUE 6, 2020
ISSN No:1001-2400
http://xadzkjdx.cn/
https://doi.org/10.37896/jxu14.6/170
1417
