The Impact of Organizational Structure and Supervisory Listening Indicators on Subordinate Support, Trust, Intrinsic Motivation, and Performance

Listening, Play, and Social Attraction in the Mentoring of New Teachers

“…Wolvin and Coakley (1996) agree with Carkhuff (1969) that empathy is the basic dimension of helping and hence recommend empathic listening for a variety of contexts. Empathic listening responses are effective because these foster positive relationships and motivate subordinates (Cobb, 2000;Stine, Thompson, & Cusella, 1995). Liang et al (2002) found that mentoring relationships high in empathy and engagement were associated with less loneliness and higher self-esteem for protégés.…”

Earning Influence by Communicating Respect: Facework's Contributions to Effective Instructional Feedback

“…Competent feedback provision, for example, can increase employees' trust in a superior (Stine, Thompson, & Cusella, 1995) and help students see their teachers as more effective conflict managers (Tantleff-Dunn, Dunn, & Gokee, 2002). In the public-speaking classroom, Bello and Edwards (2005) found that students' assessments of their speech critics' honesty, politeness, and competence depended on FI message features, with a mixture of equivocal and unequivocal speech criticism (e.g., ''it was okay, but there were things that could be improved'') outperforming either equivocal (e.g., ''it was interesting'') or unequivocal criticism (e.g., ''you messed up'') alone.…”

Listening in the Business Context: Reviewing the State of Research

“…Managerial listening, depending on the level of listening efficiency, can promote open communication and result in stronger perceptions of supportiveness, trustworthiness, motivation, increased employee production, and lower absenteeism (Stine, Thompson, & Cusella., 1995). Research has identified three levels of listening efficiency between which people alternate throughout the day (Burley-Allen, 2001).…”

“…This can be as simple as redesigning the workplace to reduce interruptions (Helms & Haynes, 1992) or it can be more complex as restructuring the entire organization. Downloaded by [Cornell University Library] at 20:38 19 November 2014 Stine et al (1995) found that the organizational structure significantly changes the impact of workers' perceptions of supervisory listening behaviors on absenteeism and group performance. For those individuals who work within a mechanistic structure, perceptions of supportive listening behaviors on the part of managers reduce production and increase absenteeism.…”