The Development of a Measure of Perceived Communication Openness

The impact of positivity and transparency on trust in leaders and their perceived effectiveness

“…Relevant to the current study, communication openness has been positively associated with higher levels of organizational success, as well as helping to avoid or minimize the impact of unexpected organizational crises (Rogers, 1987). In addition, higher levels of communication openness have been linked with better leader and follower relationships as well as higher follower motivation (Kay & Christophel, 1995), job satisfaction (Burke and Wilcox, 1969, Klauss and Bass, 1982, Korsgaard et al, 2002and Weiss et al, 2002, role clarity (Klauss andBass, 1982 andWilson andMalik, 1995), more positive peer relationships (Myers, Knox, Pawlowski, & Ropog, 1999), and trust and organizational citizenship behaviors (Korsgaard et al, 2002).…”

“…Open communication or communication transparency has historically been viewed as an essential ingredient in effective organizations (Gross, 2002, Haney, 1967, Likert, 1967, Myers et al, 1999and Rogers, 1987. Research on openness in communication began with initial support through early laboratory experiments conducted by Bavelas and Barrett in 1951, and more open communication has also been associated with higher levels of honesty, effective listening, trust, supportiveness, and frankness (Rogers, 1987).…”

“…Research on openness in communication began with initial support through early laboratory experiments conducted by Bavelas and Barrett in 1951, and more open communication has also been associated with higher levels of honesty, effective listening, trust, supportiveness, and frankness (Rogers, 1987).…”

“…This consistency relative to behaviors and values is expected to positively relate to the leader being seen as more trustworthy (Mayer andGavin, 2005 andMayer et al, 1995). Furthermore, leaders who are open and who self-disclose are expected to instill higher levels of trust in their followers based on prior theory and research , Hughes, 2005, Korsgaard et al, 2002, Mayer and Gavin, 2005and Rogers, 1987, particularly when dealing with difficult and challenging situations (Avolio & Luthans, 2006) such as would be found in an organizational downsizing.…”

“…As for authentic leadership, leader authenticity and communication transparency has been theoretically linked with follower trust , Hughes, 2005, Korsgaard et al, 2002, Mayer and Gavin, 2005and Rogers, 1987, but there is still limited empirical support for this relationship (Vogelgesang & Crossley, 2006). This study found that leaders who gave participants more information (that is, they disclosed more, or were more transparent in their communications) appeared to instill higher levels of trust in participants/followers who were asked to judge the leader's actions.…”