1989
DOI: 10.1177/105960118901400307
View full text |Buy / Rent full text
|
Sign up to set email alerts
|

Abstract: 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 communi… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
3
1

Citation Types

0
4
0

Year Published

2009
2009
2018
2018

Publication Types

Select...
3

Relationship

0
3

Authors

Journals

citations
Cited by 16 publications
(40 citation statements)
references
References 39 publications
(40 reference statements)
0
4
0
Order By: Relevance
“…Several authors have attempted to redress this state of affairs by integrating diverse communication style scales with the interpersonal circumplex model (Leary 1957), which consists of the following two main interpersonal (communicative) dimensions: friendliness/affiliation and dominance (Dillard et al 1999; Hansford and Hattie 1987; Sorenson and Savage 1989). Others have suggested that there are more than two communication style dimensions.…”
Section: Introductionmentioning
confidence: 99%
“…Several authors have attempted to redress this state of affairs by integrating diverse communication style scales with the interpersonal circumplex model (Leary 1957), which consists of the following two main interpersonal (communicative) dimensions: friendliness/affiliation and dominance (Dillard et al 1999; Hansford and Hattie 1987; Sorenson and Savage 1989). Others have suggested that there are more than two communication style dimensions.…”
Section: Introductionmentioning
confidence: 99%
“…This is a direct reflection of two-way communication, and a result of effective leadership [21,[50][51][52][53][54][55]. Extant literature attempts to break down communication further than just an interpersonal behavior [56][57][58][59][60][61][62][63][64][65][66][67], but the idea remains the same: communication is an important characteristic of effective leadership. This habit is also a core component in ethical leadership theory, authentic leadership theory, transformational leadership theory, servant leadership theory, and leader-member exchange theory.…”
Section: Ashley and Patelmentioning
confidence: 99%
“…Though there is a categorization within MCS, these are only broad variables. Several authors have attempted to integrated diverse communication style scales with the interpersonal model, which consists of the following two main interpersonal (communicative) dimensions: friendliness/affiliation and dominance (Sorenson & Savage, 1989) [12]. With regard to leader's communication style, DeVries, Bakker-Pieper and Oostenveld (2010) defined a leader's communication style as a distinctive set of interpersonal communicative behaviors geared toward the optimization of hierarchical relationships in order to reach certain group or individual goals [13].…”
Section: Introductionmentioning
confidence: 99%
“…As described in the introduction, leader's verbal communication style has its special uniqueness and special significance, which leads to the variable selected to study. Based on Norton's communication style theory; referring to the integration result of different researches (Sorenson and Savage 1989), that is communication style have two dimension: friendliness/affiliation and dominance; combing Richmond and McCroskey's study about managers' communication style under organization environment; considering the particularity of leaders, we discuss leader's verbal communication style from the view of autocratic and supportive.…”
Section: Introductionmentioning
confidence: 99%