The Relationship Between Leader Motivating Language and Self-Efficacy: A Partial Least Squares Model Analysis

Abstract

Leadership language and its effects on employee affect and outcomes have experienced significant advances in research progress and practice in recent years. Communication researchers have explored and developed persuasive/framing models for practice to bridge the gap between leader intent and employee outcomes through verbal communication with the prospect of enhancing employee motivation. This article takes a unique approach to these questions by using a different communication model to clarify the nature and processes of the relationships between motivating language theory and its effects on employee self-efficacy and performance. Consequently, this study examines the role of motivating language theory leader language, with a primarily female group of 151 health care professionals, as an enhancement of employee selfefficacy. The methodology is a partial least squares model that explores the strength and direction of leader motivating language with self-efficacy and performance. All the relationships were supported as positive and significant. The partial least squares coefficients indicate that employee self-efficacy is 34% higher with increased levels of leader motivating language. The same data analysis reveals that employee performance grows by 20% with higher motivating language speech, and that employees with higher levels of self-efficacy will perform 10% better than in those cases when selfefficacy is lessened. Finally, future recommendations are presented to nourish these relationships through research-including greater generalizability, and for practice through training and development design.

Analysis of Market Orientation on Business Performance in the Multinational Service Industries

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Industrial Leadership that Inspires Managerial Communication as an Emerging Pedagogical Focus in Engineering

“…The fundamental tenets of such influence have traditionally centered on the transactional principles of exchange in the leaderfollower interaction, while directing growing attention to the personal capabilities of the leader, with studies of leader pathologies paving the way [31]. Subsequently, much is known about traits enabling dysfunctional leadership, but to date, only little about leaders' relational or influence strategies, or the implicit motives, thinking styles and attitudes that drive leader behaviors and outcomes and the ways in which they are perceived by subordinates [32], [33], [34].…”

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Leader’s Motivating Language in National Library’s Internal Communication

“…According to Mayfield (2015), motivational language theory constructs communicational model about how the highest leader in an organization can spread organizational vision to all stakeholders, either within or outside of organization, in order to achieve organization's goals and shared prosperity. Mayfield (2012) believes that the leaders who use motivational language will tend to increase the employee's confidence 34% and among those who showed increase confidence will show increase work performance for as much as 20%. Therefore, communication between leaders and employees is advisedly using motivational language.…”

“…Specifically, researcher intend to know how staff's perception toward leader's motivating language in order to achieve vision and missions in a tend-to-bureaucratically government's institution such as National Library. Perception of leader's motivating language, in this research refer to category developed by Mayfield (2012), that is meaning making language, directive language, and empathy language. Researcher wanted to get the image of motivating language selection from those three categories, which tend to use by leaders in daily activities.…”