Motivating Language in Industry

By William C. Sharbrough, S. A. Simmons, D. Cantrill. 2006

110 citations recorded by the source corpus.

Subfields: Communication, Literature and Literary Theory

View Paper: https://www.semanticscholar.org/paper/d8757cd6c97e4789d89468f582905fb21cb7d82c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Cen April Yue
2. M. Mayfield
3. J. Mayfield
4. M. A. Ferguson
5. William C. Sharbrough
6. Deanne N. den Hartog
7. Marcel A. Croon
8. L. Men

In Literature and Literary Theory

1. M. Mayfield
2. J. Mayfield
3. William C. Sharbrough
4. Corine Boon

Citations in the corpus

• Strategic Vision and Values in Top Leaders’ Communications (2015, methodology): “Results from numerous studies show significant and positive relationships between high leader ML and such critical organizational outcomes as employee innovation, job performance, self-efficacy, job satisfaction, effective decision making, perceived leader effectiveness, and leader communication sat”
• The Relationship Between Leader Motivating Language and Self-Efficacy (2012, background): “Also unexplored, are the researchers’ appeals for the written/electronic influence of ML, and with development of ML qualitative measures (Sharbrough et al., 2006; Zorn & Ruccio, 1998).”
• HRM, Communication, Satisfaction, and Perceived Performance (2013, background): “Also, Sharbrough, Simmons, and Cantrill (2006) found that the use of motivational language by managers relates positively with perceived manager effectiveness and employee satisfaction, and Madlock (2008) shows that managers’ communication competence relates to satisfaction.”
• Investigating Verbal Workplace Communication Behaviors (2013, background): “Similarly, Sharbrough, Simmons, and Cantrill (2006) operationalized communication competency “as a supplemental, related measure of a supervisor’s ability to communicate” (p. 326; e.g., “My immediate supervisor has a good command of the language).”
• Examining the Effects of Internal Communication and Emotional Culture on Employees’ Organizational Identification (2020, background): “…to a wide array of employee and organizational outcomes, including job performance (Holmes, 2012; J. Mayfield & Mayfield, 2010), job satisfaction (Sharbrough et al., 2006; Simmons & Sharbrough, 2013), job creativity and innovation (Sexton, 2013; Wang et al., 2009), organizational commitment…”