Impact of managerial communication styles on employees’ attitudes and behaviours
| DOI | https://doi.org/10.1108/01425451311287862 |
| Published date | 28 December 2012 |
| Date | 28 December 2012 |
| Pages | 173-199 |
| Author | Shilpee A. Dasgupta,Damodar Suar,Seema Singh |
| Subject Matter | HR & organizational behaviour |
Impact of managerial
communication styles
on employees’ attitudes
and behaviours
Shilpee A. Dasgupta, Damodar Suar and Seema Singh
Department of Humanities and Social Sciences, IIT, Kharagpur, India
Abstract
Purpose – 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 suppor t 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 prog rams 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.
Keywords Managers, Communication skills, Employees’ behaviour, Employees attitudes,
Managerial communication styles, Perceived supervisory support
Paper type Research p aper
Introduction
Today we are faced with the pre-eminent fact that, if civilization is to survive, we must
cultivate the science of human relationships (Roosevelt, 1945).
Interpersonal relationships including social relations with one another are an essential
part of organisational life and sustainable success. As far as communication is
concerned, words are only superficial aspects. Without human function, words can
never convey the exact meaning to the other person. Effective communication builds
relationships. Wyatt (2006) stated the following:
Effective communication is the lifeblood of a successful organization. It reinforces the
organization’s vision, connects employees to the business, fosters process improvement,
facilitates change, and drives business results by changing employee behaviour (p. 6).
Managerial communication drives relationships and frames the attitudes and
behaviours of employees in the workplace. Attitude has three components: affective,
The current issue and full text archive of this journal is available at
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Employee Relations
Vol.35 No. 2, 2013
pp. 173-199
rEmeraldGroup PublishingLimited
0142-5455
DOI 10.1108/01425451311287862
173
Managerial
communication
styles
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 shows that the way managers
communicated with subordinates is markedly different from how they do today.W hile
employees were previously regarded as the greatest asset of an organisation, the asset
metaphor has been elevated to a new level. Organisations have started recognising
employees as human capital owners and investors (Davenport, 1999). As a result, the
emphasis on communication “content” has shifted to “behaviour” as a part of
the communication process because employees’ interpretation of supervisory
communication depends not only on “what” is said but also on “how” it is said.
A people-centred strategy is an important source of competitive advantage because,
unlike technology, costs, or new product development, it is difficult to imitate (Pfeffer,
1998). Managers can create an environment through communication where employees
feel happier and more passionate about their jobs and exhibit attitudes and behaviours
necessary for improved organisational performance.
Background
Blau’s (1964) social exchange theory is among the most influential conceptual
paradigms for understanding wo rkplace behaviours. Social exchange theory is based
on a central premise that the exchange of social and material resources is
a fundamental form of human interaction. When two par ties who are in a state of
reciprocal interdependence interact with each other, obligations are generated (Saks,
2006). Organisational support theory, derived from social exchange theory, explains
how the support of organisations affects the behaviours of employees (Eisenberger
et al., 1986). It suggests that employees form a global perception of the extent to whic h
the organisation cares about their well-being and demonstrates appreciation, called
perceived organisational support (POS). Supervisors are regarded as representatives of
the organisation. If employees perceive the supervisor/organisation as supportive, they
feel an obligation to return this suppo rt (Rhoades and Eisenberger,2002) in the fo rm of
favourable attitudes and behaviours that promote employees’ performance. POS
manifests in increase in in-role and extra-role performance and decrease in stress and
withdrawal behaviours such as absenteeism and turnover. Assessing such constructs
quantitatively, the effects of managerial communication on employees’ attitudes and
behaviours can be gauged.
Although relational concerns have been at the heart of management research for
decades, the power of relationships has become even more salient both for employees
and organisations. Accordingly, going beyond the social exchange theory (Blau, 1964)
and organisation support theor y (Eisenberger et al., 1986; Rhoades and Eisenberger,
2002; Shore and Shore, 1995), this study investigates the impact of perceived
managerial communication styles on employees’ attitudes and behaviours through
perceived supervisory support (PSS) vis-a
`-vis POS. Social exchange theory suggests
that if a superior (on behalf of the organisation) confers a social gift on a subordinate,
the latter will feel obligated to reciprocate. POS is defined as employees’ perceptions
about the degree to which the organisation cares about their well-being and values
their contributions. Organisation support theory suggests that the development of POS
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