Leaders' Language Use and Perceived Trust in Leader: a Quantitative Study in an International Central European Non-profit Organization

• Autorzy: Ozkan Karaaslan
• Języki publikacji: EN

Abstrakty

EN

The empirical study of trust in leader has manifested its intuitively appealing role as a fundamental characteristic of effective leaders. Thus, the phenomenon and its antecedents have been a salient topic in recent management studies. The aim of this paper is to examine the relation between trust and its one of the most cited antecedent- communication satisfaction (CS). Delimited by the Motivating Language Theory, the paper reveals the mechanism between the phenomena via conventional and SEM analyses in an Int'l sample. Empirical results confirms the significantly positive relation between leaders' language use and trust in leader as mediated by CS. (original abstract)

Słowa kluczowe

EN

Effective communication; Leader in the organization; Trust; Non-profit organisations

PL

Efektywne komunikowanie; Lider w organizacji; Zaufanie; Organizacje non-profit

• Czasopismo: Forum Scientiae Oeconomia
• Rocznik: 2017
• Tom: 5
• Numer: nr 3 Functioning of SMEs, Cooperative Models and Management of Human Resources
• Strony: 101--119

Twórcy

autor

Ozkan Karaaslan

• Koźminski University, Poland

Bibliografia

• Boies, K., Fisett, J., Gill, H. (2015), Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity, The Leadership Quarterly, 26: 1080-1094.
• Burke, C.S., Sims, D.E., Lazzara, E.H., Salas, E. (2007), Trust in leadership: A multi-level review and integration, The Leadership Quarterly, 18(6): 606-632.
• Colquitt, J.A., Scott, B.A., LePine, J.A. (2007), Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance, Journal of Applied Psychology, 92(4): 909-927.
• Conger, J.A. (1991), Inspiring others: The language of leadership, Academy of Management Executive, 5(1): 31-45.
• Dirks, K., Ferrin, D. (2002), Trust in leadership: Meta-analytic findings and implications for organizational research, Journal of Applied Psychology, 87: 611-628.
• Holmes, W.T. (2016), Motivating language theory: Antecedent variables -critical to both the success of leaders and organizations, Development and Learning in Organizations: An International Journal, 30(3): 13-16.
• Holmes, W.T. (2012), The motivating language of principals: A sequential transformative strategy, Dissertation Paper 1740, UNLV thesis/dissertations/professionalpapers/capstones (accessed 22 May 2016).
• Holmes, W.T., Parker, M.A. (2017), Communication: Empirically testing behavioral integrity and credibility as antecedents for the effective implementation of motivating language, International Journal of Business Communication 2017, 54(1): 70-82.
• Holmes-Smith, P., Coote, L., Cunningham, E. (2005), Structural equation modeling: From the fundamentals to advanced topics, School Research, Evaluation and Measurement Services, Melbourne.
• Kenny, D.A. (2015), Measuring model fit, available at: http://davidakenny.net/cm/fit.htm(accessed 21 March 2017).
• Kenny, D.A. (2011), Respectification of latent variable models, available at ht tp://davidakenny.net /cm/respec.htm (accessed 27 March 2017).
• Krejcie, V.R., Morgan, W.D. (1970), Determining sample size for research activities, Educational and Psychological Measurement, 30: 607-610.
• Madlock, P.E. (2008), The link between leadership style, communicator competence, and employee satisfaction, Journal of Business Communication, 45: 61-78.
• Malthouse, E. (2001), How high or low must loadings be to keep or delete a scale item?, Journal of Consumer Psychology, 10(2): 81-82.
• Mayer, R.C., Davis, J.H., Schoorman, F.D. (1995), An integrative model of organizational trust, Academy of Management Review, 20: 709-734.
• Mayfield, J., Mayfield, M., Kopf, J. (1995), Motivating language: Exploring theory with scale development, Journal of Business Communications, 32: 329-344.
• Mayfield, J., Mayfield, M., Kopf, J. (1998), The effects of leader motivating language on subordinate performance and satisfaction, Human Resource Management, 37: 235-48.
• Mayfield, J., Mayfield, M. (2010), Leaderlevel influence on motivating language: A two-level model investigation on worker performance and job satisfaction, Competitive Review, 20(5): 407-431.
• Mayfield, J., Mayfield, M. (2009), Motivating language: A meaningful guide for leader communications, Development and Learning in Organizations, 23: 9-11.
• Mayfield, J., Mayfield, M. (2007), The effects of leader communication on a worker's intent to stay: An investigation using structural equation modeling, Human Performance, 20: 85-102.
• Mayfield, J., Mayfield, M. (2012), The relationship between leader motivating language and self-efficacy: A partial least squares model analysis, International Journal of Business Communication, 49: 357-376.
• Mayfield, M., Mayfield, J. (2015), The effects of leader motivating language use on worker decision making, International Journal of Business Communication, 53(4): 223-238.
• Mayfield, M., Mayfield, J. (2016), The effects of leader motivating language use on employee decision making, International Journal of Business Communication, 53: 465-484.
• Moorman, R.H., Darnold, T.D., Priesemuth, M. (2013), Perceived leader integrity: Supporting the construct validity and utility of a multi-dimensional measure in two samples, The Leadership Quarterly, 24: 427-444.
• Nunnally, J. C. (1978), Psychometric theory (2nd edition), New York: McGraw-Hill.
• Preacher, K.J., Hayes, A.F. (2008), Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models, Behavior Research Methods, 40: 879-891.
• Putti, J.M., Aryee, S., Phua, J. (1990), Communication relationship satisfaction and organizational commitment, Group & Organizational Studies, 15(1): 44-52.
• Roberts, K.H., O'Reilly, C.A. (1974), Failures in upward communication in organizations: Three possible culprits, Academy of Management Journal, 17: 205-215.
• Rousseau, D.M., Sitkin, S., Burt, R., Camerer, C. (1998), Not so different after all: A cross-discipline view of trust, Academy of Management Review, 23: 393-404.
• Schoorman, F.D., Mayer, R.C., Davis, J.H. (2007), An integrative model of organizational trust: Past, present, and future, The Academy of Management Review, 32(2): 344-354.
• Schumacker, R.E., Lomax, R.G. (2016), A beginner's guide to structural equation modeling, Fourth edition, New York: Routledge.
• Scott, S. (2002), Fierce conversations: Achieving success at work and in life, one conversation at a time, New York: Berkley.
• Searle, J.R. (1969), Speech acts: An essay in the philosophy of language, Cambridge: Cambridge University Press.
• Seppanen, R., Kosonen, M., Vanhala, M., Ellonen, H.K. (2014), Building intra-organizational trust with managerial communications, International Journal of Management Practice, 7(2): 108-125.
• Sharbrough W.C., Simmons S.A., Cantrill D.A. (2006), Motivating language in industry: Its impact on job satisfaction and perceived supervisor effectiveness, Journal of Business Communication, 43: 322-343.
• SIPRI (2016), SIPRI Year Book 2016: Armaments, disarmament and international security, available at: https://www.sipri.org/sites/default/files/YB16-Summary-ENG.pdf (accessed 4 May 2017).
• Sullivan, J. (1988), Three roles of language in motivation theory, Academy of Management Review, 13: 104-115.
• Whitener, E., Brodt, S., Korsgaard, M., Werner, J. (1998), Managers as initiators of trust: An exchange relationship framework for understanding managerial trustworthy behaviour, Academy of Management Review, 23(3): 513-531.
• Winska, J. (2013), Language of internal communication in creating pro-developmental POP outcomes, in: J.M. Stankiewicz (Ed.), Positive Management, Torun: Dom Organizatora. 58.

Identyfikatory

DOI

10.23762/FSO_vol5no3_17_7