A field study of listening needs in organizations

Hunt, Gary T.; Cusella, Louis P.

doi:10.1080/03634528309378560

Cited by 45 publications

(34 citation statements)

References 5 publications

(2 reference statements)

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“…Although not all sales interactions require the same degree of relationship development, a growing body of literature suggests that the role of a salesperson is becoming that of a relationship manager between companies rather than simply a spokesperson for its products (Hunt & Cussela, 1983;Weitz & Bradford, 1999). It is not just the product or service that is being sold that customers value but salespeople's ability to listen carefully to their explicit and implicit needs so that problems can be solved and priorities established between both parties.…”

Section: Resultsmentioning

confidence: 96%

“…This was done because it was felt that, although a good working relationship does not guarantee that the salesperson is a good listener, it would be difficult to sustain such a relationship if the salesperson were not a good listener. Listening theory consistently points to a strong positive link between salespeople's listening and the quality of interpersonal relationships (Castleberry & Shepherd, 1993;Comer & Drollinger, 1999;Hunt & Cussela, 1983). Empirically, effective listening has been shown to be positively related to customers' intentions to work with salespeople in the future (Ramsey & Sohi, 1997), an indication of a quality relationship.…”

Section: Designmentioning

confidence: 92%

“…Some assert that empathy impacts upon an individual's motivation to listen (Steil, Barker, & Watson, 1983) or consider it to be an antecedent to good listening (Brownell, 1985(Brownell, , 1990Castleberry & Shepherd, 1993). Others include it as an independent dimension in their listening models (Hunt & Cussela, 1983;Lewis & Reinsch, 1988). In AEL, empathy is considered to be an integral part of all aspects of the listening process.…”

Section: Empathy As An Aspect Of Listeningmentioning

confidence: 99%

See 2 more Smart Citations

Development and validation of the active empathetic listening scale

2005

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This article presents a scale to measure active empathetic listening (AEL) of salespeople. AEL is defined as a form of listening practiced by salespeople in which traditional active listening is combined with empathy to achieve a higher form of listening. The AEL scale is composed of three dimensions: sensing, processing, and responding. Itemgeneration procedures and the results of three empirical studies are presented. Study 1 establishes that the item set is suitable for differentiating between effective and ineffective listeners from the point of view of customers. Study 2 determines that the item set is suitable for use by self-report of salespeople, establishes that it conforms to the three theoretical dimensions, and that it possesses convergent validity. Study 3 further refines the item set, confirms the dimensionality of the scale, and establishes that the scale possesses construct validity in the form of discriminant and nomological validity.

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Section: Resultsmentioning

confidence: 96%

Section: Designmentioning

confidence: 92%

Section: Empathy As An Aspect Of Listeningmentioning

confidence: 99%

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Development and validation of the active empathetic listening scale

2005

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“…Active listening has been shown to increase collaboration and group functioning (Auerbach, 2014;Bailey & Mitchell, 2006Cavalier, Klein & Cavalier, 1995;Hagen & Bouchard, 2015;Keil, Lee & Deng, 2013;Verma & Bedi, 2008). Active listening is essential for organizational communication effectiveness of superiors and subordinates (Hunt & Cusella, 1983). Active listening also improves training in organizations through feedback and building rapport (Hunt & Cusella, 1983).…”

Section: Non-technical Skillsmentioning

confidence: 99%

“…Active listening is essential for organizational communication effectiveness of superiors and subordinates (Hunt & Cusella, 1983). Active listening also improves training in organizations through feedback and building rapport (Hunt & Cusella, 1983).…”

Section: Non-technical Skillsmentioning

confidence: 99%

Non-Technical Skills for IT Professionals in the landscape of Social Media

Johnson

2015

AJBM

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This paper provides a comprehensive literature review on the non-technical skills needed by IT professionals to work successfully in social media. Previous research has examined nontechnical and found that soft skills such as communication, knowledge management, leadership, personal accountability, time management and an understanding of business functions are important for IT professionals to possess. No study has examined the specific soft skills that are needed in the landscape of social media such as for bogging, content sharing, customer relationship management, pod-casting and project management. This paper will provide a comprehensive list of soft skills and will ascertain which skills are required for specific social media applications. Finally a review of the literature has indicated that an understanding of one's personal brand will impact career success. The issues relevant to personal branding for IT students and professionals will be discussed. Implications for curriculum development in academia and for practitioners will be examined.

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Learning to listen: Downstream effects of listening training on employees' relatedness, burnout, and turnover intentions

Weinstein

Cheshin

2022

Human Resource Management

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The present work focuses on listening training as an example of a relational human resource practice that can improve human resource outcomes: Relatedness to colleagues, burnout, and turnover intentions. In two quasi-field experiments, employees were assigned to either a group listening training or a control condition. Both immediately after training and after 3 weeks later, receiving listening training was shown to be linked to higher feelings of relatedness with colleagues, lower burnout, and lower turnover intentions. These findings suggest that listening training can be harnessed as a powerful human resource management tool to cultivate stronger relationships at work. The implications for Relational Coordination Theory, High-Quality Connections Theory, and Self-Determination Theory are discussed.

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A field study of listening needs in organizations

Cited by 45 publications

References 5 publications

Development and validation of the active empathetic listening scale

Development and validation of the active empathetic listening scale

Non-Technical Skills for IT Professionals in the landscape of Social Media

Learning to listen: Downstream effects of listening training on employees' relatedness, burnout, and turnover intentions

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