Leadership Communication on Internal Digital Platforms, Emotional Capital, and Corporate Performance: The Case for Leader-Centric Listening

Cardon, Peter W.; Huang, Yumi; Power, Gerard

doi:10.1177/2329488419828808

Cited by 34 publications

(34 citation statements)

References 49 publications

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“…Supervisory leadership communication represents a major component of an organization’s internal communication system ( Men & Bowen, 2017 ). Findings from previous research suggest that supervisory communication styles, channels, skills, and effectiveness can influence employee attitudes, behaviors, emotional capital, and organizational performance ( Cardon et al, 2019 ; De Vries et al, 2010 ; Men, 2014 )), including employee trust ( Burke et al, 2007 ). To fill the aforementioned research gap and explore the impact of supervisory leadership communication on employee trust during the pandemic, this study incorporates motivating language theory (MLT).…”

Section: Literature Reviewmentioning

confidence: 99%

Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory

Men

Qin

Jin

2021

International Journal of Business Communication

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This study examines how supervisory leadership communication during the COVID-19 pandemic fostered employee trust through the lens of motivating language theory. Drawing insight from self-determination theory, this study also reveals the mediating effects of employees’ psychological need satisfaction for competence and relatedness in this process, which help explain how supervisory leadership communication influences employee trust. Through an online survey of 393 full-time employees from various organizations in the U.S., results showed that supervisory use of meaning-making (0.15), empathetic (0.60), and direction-giving language (0.27) during the pandemic all showed significant positive effects on employee trust toward leadership and the organization directly, and indirectly through satisfying employees’ psychological need for competence and relatedness. Theoretical and practical implications of the findings are discussed.

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Section: Literature Reviewmentioning

confidence: 99%

Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory

Men

Qin

Jin

2021

International Journal of Business Communication

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“…Currently, projects and teams need this new collaborative technology (Matthiesen and Bjorn, Stray et al) [113], which goes beyond the classic video conferencing software that is often used for distributed meetings. The number of communication tools and platforms has increased substantially in recent years (Cardon and Marshall, Cardon, Huang and Power) [115], [116] An interesting application of technology for virtual and distributed teams is the electronic task board. Some of these are based on Kanban, which was successfully used by Toyota in factories in the 1950s.…”

Section: • Study the Adoption Of New Collaborative Technologies As Wmentioning

confidence: 99%

Working in Virtual Teams: A Systematic Literature Review and a Bibliometric Analysis

2020

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Modern developments in technology have changed the way we socialize, communicate and work. Globalization, Information and Communication Technologies, digital culture and the increase in the amount of technology available for online communication mean that more organizations are implementing virtual teams. The growth in the use of virtual teams in organizations has incited researchers to investigate the different aspects, factors and challenges of these teams. This article uses a systematic literature review and a bibliometric analysis of virtual teams to identify the most relevant articles on the subject. These articles are then thoroughly reviewed and finally, a summary is made of all the research published over a five-year period. The systematic review of literature proposed by Ramey and Rao [1] and enhanced by Pulsiri and Thesenvitz [2] was used to examine the Scopus and Web of Science databases to identify the theories, research problems, research methodologies and results of 2354 studies on virtual teams published between 2015 and 2019. The main topics of the existing research in the field are reviewed, and the main limitations, problems and existing gaps in research are presented.

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“…Therefore, as other authors have suggested (Avolio et al, 2000;Avolio and Kahai, 2003a,b;Dasgupta, 2011;Cortellazzo et al, 2019), leadership is currently developing through the "intermediation" of new ICTs, the presence and usage of which call for a change in the way leadership is practiced. These technologies include the internet, the intranet, e-mail, instant messaging, video conferencing systems, groupware systems, text messages, blogs, document sharing, smart apps, and social media (Avolio et al, 2001;Kissler, 2001;Zaccaro and Bader, 2003;Darics, 2020), all of which are now widespread in almost every working context (Cardon et al, 2019;Roman et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

The “Way” Toward E-leadership: Some Evidence From the Field

Torre

Sarti

2020

Front. Psychol.

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Recently, leadership literature has faced the challenge of dealing with a growing pervasive diffusion of information and communication technologies that are deeply changing relationships among workers. Consequently, leadership is continuing to develop through the support of these technologies. This emerging phenomenon has been labeled e-leadership, and it has been studied with the objective of understanding the differences it exhibits from traditional leadership. Our research seeks to examine whether enterprises, which use leadership as an important “tool” to manage workers as effectively as possible, are conscious of this evolution, whether their behavior is supportive of the related needs, and how they are organizing themselves to face the problems and opportunities arising in this new context. The present study involved 15 Italian companies. Through in-depth interviews based on face-to-face meetings using a semi-structured questionnaire with enterprises’ representatives, we explored the extent of these changes. We developed the analysis across two points in time in order to verify if a change was observable with regard to the way these enterprises considered and managed e-leadership. It was also possible to enhance the role of the technologies themselves in leadership, which in the same period has seen a rapid evolution toward mobile and social developments. Our results help to illuminate that, on the one hand, awareness with regard to e-leadership has increased and, on the other hand, the pervasiveness of technologies is playing a relevant role in the change of leadership together with renewed attention toward soft competencies. We identify four different typologies of e-leadership, which summarize different ways of conceptualizing it, and indicate their main features. We should add that this topic is becoming extremely relevant because of the critical crises organizations are now facing (such as the COVID-19 emergency we are experiencing at the present time) and the urgency of adopting e-instruments, which seem now to be the main path to managing the present situation and the aftermath it inevitably will have. Despite this research being carried out before such an event has happened, we believe that its results may further enrich the current lively debate.

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Leadership Communication on Internal Digital Platforms, Emotional Capital, and Corporate Performance: The Case for Leader-Centric Listening

Cited by 34 publications

References 49 publications

Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory

Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory

Working in Virtual Teams: A Systematic Literature Review and a Bibliometric Analysis

The “Way” Toward E-leadership: Some Evidence From the Field

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