An Analysis of Effective and Ineffective Leader Conversation

Abstract

Current trends in leadership study recognize the importance of symbol use in the everyday talk of leaders. An examination of the conversational forms constituting effective and ineffective talk by leaders revealed two findings: (1) Effective conversations by leaders were viewed as positively valenced, coherent, and as facilitating the accomplishment of work-related and personal goals, and (2) effective conversations produced higher levels of identification and decreased organizational members' need for legitimation processes. These findings suggest several research areas regarding the relationship between leadership and communication competence.