Member-Created Participatory Paradoxes in Church Decision Making

Smith, Frances L. M.; Dougherty, Debbie S.

doi:10.1080/1041794x.2017.1315452

Cited by 5 publications

(3 citation statements)

References 14 publications

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“…That is, SD is positively related to VA, role conflict, burnout, job dissatisfaction, and turnover (Nicotera & Clinkscales, 2010; Nicotera & Mahon, 2013; Nicotera et al, 2010; Nicotera, Zhao et al, 2015). Research shows how members of religious organizations experience tensions created by competing structures (Hoffman, 2002, 2007; Hoffman & Medlock-Klyukovski, 2004; Kirby et al, 2006) and how they negotiate their identities (McGuire, 2010; Smith & Dougherty, 2017). The negative outcomes related to SD implicate stress.…”

Section: The Organizational Context: Roman Catholic Eosmentioning

confidence: 99%

“…The theory of independent-mindedness purports that because U.S. workers value freedom and individualism, and individualism is conducive to ARG (Infante & Gorden, 1985b), organizations that cultivate ARG and discourage VA satisfy U.S. employees and increase their commitment (Infante & Gorden, 1989, 1991; Infante, Gorden, & Graham, 1988). The U.S. Catholic Church, however, is situated at the nexus of structures imposed by the larger Church (e.g., conceding control) and those tied to American individualism (e.g., democratic decision-making; Dixon, 2004; Smith & Dougherty, 2017) and its cultural mores (USCCB, 2001).…”

Section: Empirical Rationale Hypotheses and Research Questionmentioning

confidence: 99%

“…Apart from its practical implications, examining the effects of superior–subordinate aggressive communication in EOs is also valuable because it responds to calls for scholarship examining communication in religious organizations (Horan & Raposo, 2015; Silva & Sias, 2010), the dark side of spirituality and organizations (Buzzanell & Harter, 2006), and leader–member relations in churches (Smith & Dougherty, 2017). Following the lead of Garner (2012), we consider the values and assumptions about communication that are based on research executed in secular organizations within the distinctive context of the Roman Catholic Church.…”

mentioning

confidence: 99%

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Superior–Subordinate Aggressive Communication Among Catholic Priests and Sisters in the United States

Chory

Horan

Raposo³

2019

Management Communication Quarterly

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The Roman Catholic Church is one of the world’s largest and oldest organizations, yet communication among its members serving in ecclesiastical occupations (e.g., priests) remains relatively unexplored. The present study addresses this paucity of research by examining the relationship between 145 U.S. priests’ and sisters’ perceptions of their religious superiors’ aggressive communication and perceptions of the superiors’ credibility, as well as their own experiences of job and vocational satisfaction, motivation, and organizational commitment. Results indicated that superior verbal aggressiveness was associated with priests’ and sisters’ job motivation, organizational commitment, and perceptions of superior credibility, whereas superior argumentativeness only predicted perceptions of superior competence. The pattern of findings also suggests that superior aggressive communication functions differently across the ecclesiastical occupations studied, with diocesan priests appearing to be most influenced by their superiors’ aggressive communication and sisters seemingly the least influenced. Implications for management and organizational communication research and the Catholic Church are discussed.

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