Motivating Language and Workplace Outcomes

Mayfield, Milton; Mayfield, Jacqueline

doi:10.1007/978-3-319-66930-4_7

Cited by 31 publications

(109 citation statements)

References 22 publications

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“…However, a crucially important balance is struck in Ardern and colleagues’ mobilizing efforts. Informed by Mayfield and Mayfield's (2018) motivating language theory, I found many examples, most especially in Ardern’s communication, where a delicate blend of language use and intonation conveys direction, meaning and empathy (while still pulling no punches). This, I suggest, facilitates the giving of hard messages while also limiting the risk of people feeling overwhelmed, or that the government doesn’t understand or care about the impact of its decisions on individuals.…”

Section: Pandemic Leadership: a Frameworkmentioning

confidence: 99%

Pandemic leadership: Lessons from New Zealand’s approach to COVID-19

2020

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This case study analyses the leadership approach and practices of the New Zealand government, led by Prime Minister Jacinda Ardern, in the response thus far to the COVID-19 pandemic. It reports on how a shared sense of purpose has been established, that of minimizing harm to lives and livelihoods, for which the government has sought – and secured – New Zealanders’ commitment. Key leadership practices comprise the government’s willingness to themselves be led by expertise, its efforts to mobilise the population, and to enable coping, all of which serve to build the trust in leadership needed for transformative, collective action such as the pandemic demands. At the time of writing, New Zealand appears well on track to achieve its ambitious goal of achieving rapid and complete control over the COVID-19 outbreak – not just ‘flattening the curve’ as other countries are struggling to do – at least in part due to these leadership contributions. A framework of good practices for pandemic leadership is offered drawn from this case study, in the hope transferable lessons can be taken to aid others in the continuing struggle to limit the harm COVID-19 poses to lives and livelihoods throughout the world.

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Section: Pandemic Leadership: a Frameworkmentioning

confidence: 99%

Pandemic leadership: Lessons from New Zealand’s approach to COVID-19

2020

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“…The empathetic leadership model arises from existing studies on workplace emotions (Edmondson & Lei, 2014; Goleman, 2007), leader support for these emotions (Cornelis, Van Hiel, De Cremer, & Mayer, 2013; Kellett, Humphrey, & Sleeth, 2006), and motivating language theory (J. Mayfield & Mayfield, 2017b; Sullivan, 1988).…”

Section: Empathetic Leadership Workplace Outcomes and Causal Mechanmentioning

confidence: 99%

“…In brief, people should feel more satisfied with their jobs when they feel leaders take their emotions into consideration and leaders help followers deal with negative emotions effectively (J. Mayfield & Mayfield, 2017a, 2017b; M. Mayfield & Mayfield, 2017b).…”

Section: Empathetic Leadership Workplace Outcomes and Causal Mechanmentioning

confidence: 99%

Empathetic Leadership: How Leader Emotional Support and Understanding Influences Follower Performance

Kock

Mayfield

et al. 2018

Journal of Leadership & Organizational Studies

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115

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This article presents a theory of empathetic leadership and its initial test. Empathetic leadership provides a model of how leader understanding and support improves follower behaviors and affective states. For this article, we explored the link between empathetic leadership and follower performance. Specifically, we tested the causal processes by which empathetic language influences follower performance. These processes include follower job satisfaction and innovation. Findings support model hypotheses and provide preliminary causal support for the model.

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“…Prior studies have demonstrated the importance of leader motivating language (LML) in the effective human resource (HR) management of an organization and thus developed a theoretical framework of LML to aid understanding of the dynamics and effectiveness of leadership speech behavior within an organization. The LML theoretical framework explains how leadership speech and communication behavior can have a positive impact on subordinates and how subordinates make strategic sense of their organization (Madlock, 2013; Mayfield & Mayfield, 2018; Sullivan, 1988). Leaders can use language to convey management intentions, vision, incentives, strategic planning, and organizational actions, and thus influence their organization in following a top-down process (Mayfield & Mayfield, 2016, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…The LML theoretical framework explains how leadership speech and communication behavior can have a positive impact on subordinates and how subordinates make strategic sense of their organization (Madlock, 2013; Mayfield & Mayfield, 2018; Sullivan, 1988). Leaders can use language to convey management intentions, vision, incentives, strategic planning, and organizational actions, and thus influence their organization in following a top-down process (Mayfield & Mayfield, 2016, 2018). The language and communication skills of leaders demonstrate their management styles and, as social interactions, can significantly influence implementing organizational goals through embedded motivational components in speech messages (Brower, Fiol, & Emrich, 2007).…”

Section: Introductionmentioning

confidence: 99%

Effects of Leader Motivating Language on Employee Task and Contextual Performance: The Mediating Role of Feedback Quality

Guo

Ling

2019

Psychol Rep

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This research examined the relationships between leader motivating language and employee task and contextual performance using the psychological mechanism of feedback quality. We obtained a sample of 237 supervisor–subordinate dyads. Our research findings showed that feedback quality had a positive mediating role in the relationship between leader motivating language and contextual performance. The relationship between leader motivating language and task performance was statistically significant; however, feedback quality had little effect in mediating the direct relationship between leader motivating language and task performance.

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Motivating Language and Workplace Outcomes

Cited by 31 publications

References 22 publications

Pandemic leadership: Lessons from New Zealand’s approach to COVID-19

Pandemic leadership: Lessons from New Zealand’s approach to COVID-19

Empathetic Leadership: How Leader Emotional Support and Understanding Influences Follower Performance

Effects of Leader Motivating Language on Employee Task and Contextual Performance: The Mediating Role of Feedback Quality

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