The authors provide nine propositions regarding the function and effects of supervisor-subordinate communication to encourage business communication researchers to go beyond a unidimensional view of this workplace relationship. Taken together, these propositions represent an argument that connects and clarifies the associations between micro-level supervisor-subordinate communication behaviors and macro-level organizational learning. We explain how command structures produce relational contexts that create consequences for communication behaviors between subordinates and their supervisors. Specifically, we explain how subordinates’ reluctance to disagree with supervisors results in silence or equivocation—what the authors label the hierarchical mum effect. In turn, we describe how this organizational suppression of dissent produces a barrier to organizational learning and adaptation.
An experiment examined how veracity, modality, and experimenter sanctioning of deception influenced credibility assessments made by professionals who conducted interviews face-to-face (FtF) or by video conference (VC). Participants (N = 243) completed a trivia game with a confederate who encouraged cheating. Some lies were sanctioned by the experimenter and others were unsanctioned. The professional interviewers educed a high number of confessions in the sanctioned (58%) and unsanctioned (79%) lie conditions. Overall accuracy of the interviewers ranged from 45% to 67%. Interviewers were more accurate when judging veracity FtF than in VC. Those in the deceptive VC conditions (especially sanctioned liars) were rated by interviewers as more dominant, involved, relaxed, and active than those in the FtF condition, revealing that modality affected deceivers' demeanor.
In this language production experiment, working adults (N ¼ 226) were asked to respond to unethical business requests. Our objective was to advance a communicative understanding of unethical organizational behaviors by analyzing the linguistic adjustments workers employ to deny unethical requests. Specifically, we measured responses to unethical requests on a continuous coding scheme, which captured degrees of denial directness. We hypothesized that command structures produce a hierarchical mum effect in which subordinates are more indirect in denying an unethical request than supervisors and coworkers. Results confirmed the presence of a hierarchical mum effect; data also indicated that females, younger workers, and those with the least work experience are most indirect in denying an unethical request.
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