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Leading by listening : an empirical test of Carl Rogers's theory of human relationship using interpersonal assessments of leaders by followers /

Authors:
  • Eötvös Loránd University of Budapest

Abstract

Typescript. Thesis (Ph. D.)--George Washington University, 1997. Includes bibliographical references.
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... The most effective leaders communicate with their team members frequently, and engage in active listening, to gain their trust and total engagement, so they can perform better (Bass, 1990;Neufeld, Wan, & Fang, 2010;Talukder, 2012). For example, Kramer (1997) found that good listening skills accounted for 40 percent of the variance in effective leadership. Due to the lack of empirical studies in this area, others authors have theorized that communication skills are related to leadership effectiveness (Locke, 1991;Yukl, 1998). ...
Conference Paper
This study aims to examine the effects of interpersonal communication on effective leadership behaviours. We propose that leaders' interpersonal communication skills acts as a crucial predictor of (1) proximal working relationships, (2) vision articulation and realization, (3) context-oriented behaviour, and (4) change-oriented behaviour. Using a quantitative approach, we collected 491 questionnaires from corporate team members to capture their perceptions on leadership behaviours and communication skills. Data was computed by confirmatory factor analysis using structural equation modelling (Partial Least Squares). After assessing the measurement models, we have confirmation for good psychometric properties. Results indicate that interpersonal communication have significant direct paths to all the effective leadership behaviours. Overall, findings give a substantive empirical support to the effects of interpersonal communication skills on effective leadership behaviours, contribute to the theoretical debate on how communication skills are a foundation for leadership effectiveness, and help managers understand the importance of developing these specific skills. Abstract This study aims to examine the effects of interpersonal communication on effective leadership behaviours. We propose that leaders' interpersonal communication skills acts as a crucial predictor of (1) proximal working relationships, (2) vision articulation and realization, (3) context-oriented behaviour, and (4) change-oriented behaviour. Using a quantitative approach, we collected 491 questionnaires from corporate team members to capture their perceptions on leadership behaviours and communication skills. Data was computed by confirmatory factor analysis using structural equation modelling (Partial Least Squares). After assessing the measurement models, we have confirmation for good psychometric properties. Results indicate that interpersonal communication have significant direct paths to all the effective leadership behaviours. Overall, findings give a substantive empirical support to the effects of interpersonal communication skills on effective leadership behaviours, contribute to the theoretical debate on how communication skills are a foundation for leadership effectiveness, and help managers understand the importance of developing these specific skills.
... Providing an empirical rationale for the relationship between servant leadership and leadership effectiveness, Hale and Fields [58] examined the extent to which students perceived a servant leader to be an effective leader among both U.S. and Ghanaian students. Engaging listening as a theme utilized within the context of servant leadership studies, Kramer [59] and Bechler and Johnson [60] found a relationship between listening and leadership effectiveness. Additionally, evidencing the convergent validity of the PLI as a measure of servant leadership, Irving [2] found that leadership effectiveness correlated with the servant leadership practices of leader follower-focus (0.84), leader goal-orientation (0.68), and leader purposefulness (0.69). ...
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As the study of servant leadership expands beyond theoretical exploration, empirical research continues to validate the positive effect of servant leadership behaviors and attitudes on diverse follower and organizational measures. This study expands the conversation by engaging the theme of leader purposefulness within servant leadership studies. A sample of over 1700 employees from a large U.S. healthcare organization provided responses to five research instruments. Follower perspectives on servant leadership, leader follower-focus, leader goal-orientation, and leader purposefulness were assessed using the Purpose in Leadership Inventory and each of these independent variables were analyzed for hypothesized positive relationships with four dependent variables: follower job satisfaction, follower organizational commitment, follower person-organization fit, and follower perception of leadership effectiveness. Each of the 16 hypothesized relationships were supported at a statistically significant level (<0.001) with positive correlations ranging from 0.40 to 0.88. Regression analyses were conducted to provide predictive modeling and indicators of the relative importance of each independent variable on the related dependent variables.
... Active listening as Haas and Arnold (1995) found that in the workplace about one-third of the characteristics, people use to judge communication competence have to do with listening. Kramer (1997) found that good listening skills accounted for 40 percent of the variance in effective leadership. Supportive communication is the basic foundation to build a positive relationship. ...
Article
In the accepted age of the “knowledge or information worker,” information exchange and communication clarity are essential in the coordination of effort and control of organizational processes. Indeed, some researchers have reported that the bedrock of the effective implementation of any quality initiative (QI) within an organization involves the redefinition of both traditional boundaries and the communications channels that exist within an organization. The present research investigates various antecedents of supportive communication affecting customer satisfaction within employees. Result showed significant difference between managerial (MEs) and non-managerial (NMEs) employees in all the variables irrespective of active listening and defensiveness. The study reveals that MEs underscore on humanized leadership, teamwork, recognition vis-a-vis to NMEs to augment the level of customer satisfaction. Findings indicate that MEs are more assertive about long term implications of supportive communication than NMEs. The research also discloses NMEs’ reluctance about supportive communication rather they are more interested in outright rewards and productivity. The findings recommend that incorporating these dimensions may render service organization with the potent to enhance customer satisfaction significantly.
Chapter
This era is both characterized by continually evolving and changing market conditions and the relevance of knowledge to adapt to the new environment.In this chapter, the authors will focus on three ideas: the connection between the company results and the leader’s listening skills; people as the firm’s most valuable resource; and therefore, internal communication as the key for success and full potential of the company. However, the survey concludes that internal communication is scarce and not always effective since one way communication seems to be the most common form of interaction, even though leaders know the importance and value of their human resources.
Chapter
This era is both characterized by continually evolving and changing market conditions and the relevance of knowledge to adapt to the new environment.In this chapter, the authors will focus on three ideas: the connection between the company results and the leader’s listening skills; people as the firm’s most valuable resource; and therefore, internal communication as the key for success and full potential of the company. However, the survey concludes that internal communication is scarce and not always effective since one way communication seems to be the most common form of interaction, even though leaders know the importance and value of their human resources.
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Action learning is a powerful tool for self-awareness and group-awareness that accomplishes four objectives simultaneously: (1) it helps organizations solve urgent problems, (2) it helps build groups that learn, (3) it helps enhance the leadership skills of group members, and (4) it helps develop the emotional intelligence of individuals and groups as a whole. This article explains the use of action learning to help develop the emotional intelligence and leadership capacity of senior public administrators in the U.S. government and the European Commission.
Article
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Insan sosyal bir varlik olarak toplumda yasamak zorundadir. Bundan dolayi icinde yasadigi toplumun, kulturun, ozelliklerini, kosullarini cesitli boyutlarda tanimak, toplumsal sorunlarin farkina varmak icin ogrencilerin sosyoloji disiplininin ilke ve kavramlarini ogrenmesi bir gereklilik gibi gorunmektedir. Ogrenicinin merkezde oldugu, arastirma, sorgulama becerisinin gelistirildigi, etkinlik temelli, bireysel farkliliklarin temele alindigi, farki zeka alanlarinin gelistirildigi, ogrencinin aktif katildigi ogretim yontemi olan basamakli ogretim yonteminin kullanilmasi sosyoloji dersinin daha etkili ve verimli olmasini saglayacaktir. Basamakli ogretim programi, ogrenenlerin farkli ogrenme yollarina ve farkli ilgi alanlarina sahip olduklari varsayimina dayanarak, ogrenenlerin bireysel sorumluluklar aldiklari, bilginin birincil kaynaklardan edinildigi, cagdas ogretim yontemidir. Bu makalede basamakli ogretim yonteminin 11.sinif sosyoloji dersinde ornek etkinlikler yoluyla, nasil uygulanabilecegi gosterilmeye calisilmistir.
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