Supervisors’ Active-Empathetic Listening as an Important Antecedent of Work Engagement

Jónsdóttir, Inga Jóna; Kristinsson, Kári

doi:10.3390/ijerph17217976

Cited by 28 publications

(24 citation statements)

References 54 publications

(129 reference statements)

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“…Numerous studies suggest that different individual and contextual factors, such as chronological age [ 29 , 30 ], job tenure [ 31 , 32 ], perceived job and organizational fit [ 33 ], role clarity [ 34 , 35 , 36 ], job demands [ 37 ], job control [ 37 , 38 , 39 , 40 ], and perceived supervisor support [ 38 , 41 , 42 , 43 , 44 ] can affect individuals’ wellbeing, motivation, and behaviors at work. However, limited research has investigated the effect of age diversity climate on these aforementioned outcomes.…”

Section: Introductionmentioning

confidence: 99%

Age Diversity Climate Affecting Individual-Level Work-Related Outcomes

Bellotti

Zaniboni

Balducci

et al. 2022

IJERPH

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The present study answers the call for more studies to investigate the age diversity climate’s effect on individual-level outcomes. Building on the social identity approach and social exchange theory, we surveyed 110 Italian employees aged between 18 and 61 years old (M = 46.10, SD = 10.02) and investigated the role of age diversity climate in predicting intentions to quit (H1), job-related wellbeing (H2), and work engagement (H3). Our findings confirmed the hypotheses (H1 and H2), showing the added effect of age diversity climate over and above age, job tenure, role clarity, job demands, job control, perceived support, and perceived job and organizational fit. In fact, age diversity climate accounted for a significant increase in the variance explained for two of the three hypothesized models (i.e., intentions to quit and job-related wellbeing, but not work engagement). To conclude, this study contributes to the existing literature by showing the age diversity climate’s predictive value for turnover intentions and job-related wellbeing, and corroborating the importance of supporting age diversity through a variety of Human Resources Management strategies.

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Section: Introductionmentioning

confidence: 99%

Age Diversity Climate Affecting Individual-Level Work-Related Outcomes

Bellotti

Zaniboni

Balducci

et al. 2022

IJERPH

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“…Leaders' active empathetic listing towards their followers' views results in high level of workplace engagement. So, organizations need to train their leaders for active empathetic leadership to engage their followers at workplace (Jonsdottir & Kristinsson, 2020). Work engagement is related to leadership in such a way that effective leaders help followers to view their work in a meaningful and valuable way (Bono & McNamara, 2011;Grant, 2012).…”

Section: 4mentioning

confidence: 99%

Empathetic Leadership and Follower Workplace Engagement: Mediating Role of Climate for Inclusion

Tufail

Sandhu

2022

REAL

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Although inclusive climate is an emerging approach in empathetic leadership to enhance workplace outcomes, limited research has shown how empathetic leaders create climate for inclusion. The basic aim of current study was to investigate the role of empathetic leaders to promote a climate for inclusion and to examine the effect on workplace outcomes. Survey method was used to collect data of female teachers from various universities. Data revealed that Empathetic leadership plays a vital role to create an inclusive climate for female teachers to engage at their workplace. Findings supported the research hypothesis and research model and established a connection between empathetic leadership, climate for inclusion and follower workplace engagement.

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“…However, managers who exhibit good listening behaviors when providing feedback reduce employees' defensiveness . Importantly, good listening tends to foster employees' perception that their managers understand and validate them and support their core needs (Jonsdottir & Kristinsson, 2020;Kluger & Itzchakov, 2022).…”

Section: Workplace Interactionsmentioning

confidence: 99%

How to foster perceived partner responsiveness: High‐quality listening is key

Weinstein

2021

Social & Personality Psych

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Social psychologists have a longstanding interest in the mechanisms responsible for the beneficial effects of positive social connections. This article reviews and integrates two emerging but to this point disparate lines of work that focus on these mechanisms: high-quality listening and perceived partner responsiveness. We also review research investigating the downstream consequences of high-quality listening and perceived partner responsiveness: the how and why of understanding the process by which these downstream benefits are obtained. High-quality listening and perceived partner responsiveness, though not isomorphic, are related constructs in that they both incorporate several key interpersonal processes, such as understanding, positive regard, and expressions of caring for another person. We develop a theoretical model for representing how listening embodies one form of interactive behavior that can promote (or hinder) perceived partner responsiveness and its downstream affective, cognitive, and behavioral effects. Finally, we discuss our model's implications for various social-psychological domains, such as social cognition, self-evaluation, constructive disagreements, and interpersonal relationships.

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Supervisors’ Active-Empathetic Listening as an Important Antecedent of Work Engagement

Cited by 28 publications

References 54 publications

Age Diversity Climate Affecting Individual-Level Work-Related Outcomes

Age Diversity Climate Affecting Individual-Level Work-Related Outcomes

Empathetic Leadership and Follower Workplace Engagement: Mediating Role of Climate for Inclusion

How to foster perceived partner responsiveness: High‐quality listening is key

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