Impact of managerial communication styles on employees’ attitudes and behaviours

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Through the lens of social exchange theory and organisation support theory, the purpose of this paper is to examine the passive, aggressive, and assertive styles of managers/supervisors that influence perceived supervisory support and to test whether the support increases employees' satisfaction with the communication of supervisors and their organisation-based self-esteem. It also assesses whether employees' communication satisfaction and their self-esteem influence employees' performance, commitment and absenteeism. Design/methodology/approach -In total, 400 employees from ten manufacturing firms in India were studied through questionnaire survey. Standard instruments were used to assess the constructs. A scale was developed to measure the communication style of managers and a single item to assess absenteeism. Findings -Results revealed that assertive style of communication lends maximum support to employees. Perceived supervisory support at the workplace enhances employees' satisfaction with communication of supervisors and organisation-based self-esteem. Satisfaction with communication fosters a strong emotional bond with organisations and the emotional bond with organisations reduces employees' absenteeism. Originality/value -The paper shows that employees' organisation-based self-esteem increases their job performance. Organisations can conduct training programs to develop an assertive communication style in their managers/supervisors to increase the support to subordinates; thereby its positive consequences will follow in increasing employees' performance and commitment and reducing absenteeism. Managerial communication styles Downloaded by AKDENIZ UNIVERSITY At 07:23 22 December 2014 (PT)cognitive, and behavioural. While the cognitive component represents the evaluation of stimuli in the mind, behaviours are actions or reactions that occur in response to those stimuli. In measuring attitudes, only affective/feeling components are assessed in connection with communication, organisations, managers, and situations. Positive attitudes manifest in well-adjusted behaviours and negative attitudes lead to the reverse. An historical overview of managerial communication...

Empirical investigation of a moderating and mediating variable in between mentoring and job performance: A structural model

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Effect of management commitment to internal marketing on employee work attitude

“…It is worthwhile to explore the influence of motivational orientation and communication style of unit managers and supervisors (Andersen, 2009;Dasgupta et al, 2013) on the variables that this study investigated.…”

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“…Saks (2006) posits that the two main components of SOCSUP come from perceived organisational (Kurtessis et al, 2015) and SS (Griffin, 2015;Johnson, 2015) in congruence with Kahn's (1990Kahn's ( ,1992 safety dimension -the amount of care and support provided by the organisation and supervisor. Blau's (1964) social exchange theory is considered as the most influential theoretical paradigm for understanding workplace behaviours (Dasgupta et al, 2012). Social exchange theory is based on a central foundation that the exchange of social and material resources is a primary form of human interaction.…”

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