Motivating language theory: antecedent variables - critical to both the success of leaders and organizations

摘要

The work of leaders in all organizations, whether it be in education, business, health care, or the military, relies heavily on talk - oral language - to lead and accomplish the tasks of both leadership and management. Gronn (1983) foundationally stated, [in talking about educational leaders] "What all the structured observation studies reveal is that talk is the work, i.e. it consumes most of an administrator's time and energy" (p. 2). Kmetz and Willower (1982), as an illustration of this point, indicated that 86 per cent of the time elementary school administrators spent each day leading was through oral communication. Motivating Language Theory (MLT) has reliably shown over time that the strategic use of leader communications inclusive of the Motivating Language (ML) constructs (direction-giving language, empathetic language and meaning-making language) have positive impacts on individual follower outcomes/outputs (Mayfield, 2009) and organizational outcomes/outputs (Holmes, 2012). Mayfield (2009) provided data regarding the positive impact of ML in terms of employee improvement in employee performance, attendance and job satisfaction, and Holmes (2012) found improvements in job satisfaction (28 per cent) and in worker performance (7 per cent) with regards to organizational impacts. ML focuses on leader language that is strategically comprises: 1. direction-giving language which reduces uncertainty/increases employee clarity and clarifies vision, goals and objectives as well; 2. empathetic language which validates employees as human beings with value and importance not only to the organization but also to the leader as well; and 3. meaning-making language which assists employees in understanding the organizational culture and norms, the organizational vision (as well as how they contribute to that vision) and is often told in stories and with rich imagery. Meaning-making language is particularly effective and important in organizations undergoing change and implementing extensive efforts in employee induction according to Mayfield and Mayfield (Personal Communication, 2016) due to its role clarification and organizational culture properties (Holmes, 2012).