From Listening to Leading: Toward an Understanding of Supervisor Listening Within the Framework of Leader-Member Exchange Theory

Abstract

This study explores the value of supervisor listening as a seeming key competence in effectively leading employees. We conceptualize listening within the theoretical framework of leader-member exchange (LMX). Specifically, we argue that supervisor listening contributes to satisfaction with the supervisor, interactional justice, and job satisfaction, and that listening unfurls its effect through fostering strong LMX. Data from 250 German employees from various professional backgrounds was used to assess validity criteria as prerequisites for the examination of listening vis-à-vis LMX for the three outcome variables. Good performance in all validity criteria and path-modeling results indicated that perceived supervisor listening provides value for future research on supervisor-employee interactions in the work setting.

Health-Promoting Leadership and Leaders’ Listening Skills Have an Impact on the Employees’ Job Satisfaction and Turnover Intention

“…In line with social identity theory of leadership (Hogg et al, 2012) and research by Lloyd et al (2017), positive leadership communication, such as respectful listening, should benefit the employees' job satisfaction as well. Employees with leaders who listen are more satisfied with their leaders (Arendt et al, 2019) and have a higher overall job satisfaction (Kubota et al, 2004).…”

“…Listening is a multifaceted process (Bodie et al, 2012). Conceptualizations of it have ranged from studying listening attitudes and skills (e.g., Mishima et al, 2000) to behaviors (e.g., Lloyd et al, 2017), and differ in terms of underlying theory and measurement (Lloyd et al, 2017). For a conceptual framework for listening in the supervisoremployee relationship, we refer to Rogers's (1975) definition of empathic listening as an appreciating and non-judgmental way of perceiving and responding to an individual.…”

Leadership Communication on Internal Digital Platforms, Emotional Capital, and Corporate Performance: The Case for Leader-Centric Listening

“…Moreover, the need to research and develop new models of listening is necessitated by forces such as globalization and technology (Flynn, Valikoski, & Grau, 2008;Kluger & Zaidel, 2013). Most research about leaders focuses on managerial roles in dyads or small groups (Aritz, Walker, Cardon, & Zhang, 2017;Bodie, Cyr, Pence, Rold, & Honeycutt, 2012;Lloyd, Boer, & Voelpel, 2017;Pasupathi & Hoyt, 2009). This research about leaders in small group situations appears to show that listening is somewhat distinct from common listening competencies in most research about interpersonal listening.…”

Self-Leadership and Career Success: Motivation of College Lecturers

“…Despite the benefits of the LMX theory, some scholars argue that it cannot be effectively applied. Lloyd et al (2015) argue that the LMX theory is defined in too broad terms and does not specify the leader traits which are required to develop a strong leader-member relationships. Thus, it might not be a clear guide to managers.…”