Categories of Implicit Interpersonal Communication

York, Michael W.; Bedard, Sherrie A.; Colindres, Christina

doi:10.2466/pms.1984.59.3.855

Cited by 3 publications

(1 citation statement)

References 8 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Furthermore, factor analytic studies confirm that dominance and supportiveness are orthogonal dimensions of relational communication (e.g., Benjamin, 1974;Bochner & Kaminski, 1973;Gough, 1957;Longabaugh, 1966;Lorr & McNair, 1963, 1965. Other studies have found the two dimensions prevalent in varying interpersonal and group contexts (e.g., Ellis, 1976;Ericson & Rogers, 1973;York, Bedard, & Colindres, 1984).…”

Section: Relational Communication Influences Leader-member Relationshipsmentioning

confidence: 91%

Signaling Participation Through Relational Communication

Sorenson

Savage

1989

Group & Organization Studies

View full text Add to dashboard Buy / Rent full text

This study tests four hypotheses derived from the Leader Interpersonal Influence Model, which examines leaders' ability to adapt communicator styles that enhance problem-solving effectiveness in small groups. University students participated as leaders in problemsolving groups made up of confederates. The findings indicate that the two primary dimensions of leaders' communicator style are dominance and supportiveness. Additionally, the results show that effective leaders displayed a wider repertoire of communicator styles than ineffective leaders. Also, within an experimental situation that demands strong direction, dominance was highly correlated with effectiveness for directive leaders, and both dominance and supportiveness were highly correlated with effectiveness for participative leaders. Lastly, the findings reveal that leaders' relational communication must exceed a minimal threshold before obtaining desired responses from group members. Implications for management are outlined and suggestions are made that future research should examine leaders' communicator styles in other decision-making contexts.Researchers have been studying leadership for almost a century in the United States and elsewhere. To make sense of the vast literature this research has spawned, scholars can consult a handbook (Bass, 1981) and numerous reviews and typologies (e.about leadership is about as complex and sophisticated as any area in the field of organizational behavior, at least one aspect of leadership remains relatively undeveloped : how leaders should communicate to influence group members' input during decision making.

show abstract