The effect of gender, deceit orientation and communicator style on macro‐assessments of honesty

O’Hair, Dan; Cody, Michael J.; Goss, Blaine; Krayer, Karl J.

doi:10.1080/01463378809369711

Cited by 11 publications

(4 citation statements)

References 26 publications

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“…Appendix for a more detailed description of all ten communicator styles): open, animated, dominant, contentious, relaxed, impression-leaving, friendly, attentive, precise, and dramatic, which can be measured with a comprehensive and validated tool: the communicator style measure (Norton, 1978, 1983). Research has shown that the use of these communication styles has positive effects on trust (O’Hair et al , 1988), job satisfaction (Baker and Ganster, 1985) and commitment (De Vries et al , 2010) which are, besides, similar to the effects of transformational leadership.…”

Section: Theoretical Backgroundmentioning

confidence: 98%

Transformational leadership and communication

Cohrs

Bormann

Diebig

et al. 2019

LODJ

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Purpose The purpose of this paper is to develop and evaluate a leadership development program with focus on transformational leadership and communication. It is explored whether these aspects of leadership can be trained in the course of a two-day intervention. Furthermore, it is tested if pre-training differences among leaders have an influence on the effectiveness of participating in the leadership intervention. Design/methodology/approach In the study, 38 leaders took part in the two-day training session. The control group consisted of 59 leaders. Information was collected from participating leaders’ followers (n=356) on pre- and post-training measures of transformational leadership as well as on communication skills (attentive and impression-leaving style). Findings Results show that transformational leadership behaviors improved more after training in the experimental group (EG) than they did in the control group. Also, ratings of the attentive communication style improved more in the EG compared to the control group. Furthermore, participants of the leadership development program benefitted to different degrees from their training. Participants who initially had a medium score showed the best improvement. Originality/value The present study advances the scope of leadership development by also considering the trainability of communication skills. Also, insights on the contingency of training effects are provided.

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Section: Theoretical Backgroundmentioning

confidence: 98%

Transformational leadership and communication

Cohrs

Bormann

Diebig

et al. 2019

LODJ

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“…Another outcome variable that may be influenced by communicator style is the perceived honesty level of the communicator. O'Hair, Cody, Goss, and Krayer (1988) examined the relationship between perceptions of communicator style and honesty level. As hypothesized, the participants in their study judged "both truthful and deceptive communicators as more honest when they were also perceived as attentive, friendly, precise, and when they demonstrated a low dramatic style" (O'Hair et al, 1988, p. 87).…”

Section: Relaxedmentioning

confidence: 99%

An Exploratory Study of the Relationships Between Theory X/Y Assumptions and Superior Communicator Style

Sager

2008

Management Communication Quarterly

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The present study explored the possibility that McGregor's (1960) Theory X/Y assumptions serve as cognitive determinants of superior communicator style, a multidimensional set of style variables that can have considerable effects on subordinate well-being and organizational viability. A total of 279 superiors completed an online survey that measured Theory X/Y orientation and superior communicator style. Correlational tests revealed that Theory X assumptions were positively related to the Dominant and Impression Leaving styles. In contrast, Theory Y assumptions were negatively related to the Anxious style, and positively related to the Supportive, Impression Leaving, and Nonverbally Expressive styles. The article concludes with a discussion of the potential psychological effects of each style profile as well as the implications of the findings for screening job applicants.

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“…People perceive honesty when the communication style is friendly and attentive (O'Hair, Cody, Goss, & Krayer, 1988). Further, familiarity does not improve people's ability to detect deception (Brandt, Miller, & Hocking, 1980;Buller, Strzyzewski, & Comstock, 1991a).…”

Section: Affinity-seekingmentioning

confidence: 98%

The disguise of self‐disclosure: The relationship ruse of a Soviet Spy

Cooper

1994

Journal of Applied Communication Research

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The effect of gender, deceit orientation and communicator style on macro‐assessments of honesty

Cited by 11 publications

References 26 publications

Transformational leadership and communication

Transformational leadership and communication

An Exploratory Study of the Relationships Between Theory X/Y Assumptions and Superior Communicator Style

The disguise of self‐disclosure: The relationship ruse of a Soviet Spy

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