Leader Communication Strategies Critical Paths to Improving Employee Commitment

By J. Mayfield, M. Mayfield. 2002

141 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e08e02c995a6d2b2f5992094bcdf2170b684ce09

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Citations in the corpus

Spiritual values and practices related to leadership effectiveness (2005, background): “According to Mayfield & Mayfield (2002), bresearch strongly suggests that worker performance, job satisfaction, and retention are all influenced by relations with the immediate supervisorQ (p. 90).”
The Effects of Leader Communication on a Worker's Intent to Stay: An Investigation Using Structural Equation Modeling (2007, background): “Even so, meaning-making language is a powerful form of leader communication, especially during organizational assimilation and change management ( Mayfield & Mayfield, 2002 ; Sullivan, 1988 ).”
Motivating Language in Industry (2006, background): “Recent research has investigated the relationship between ML and both work innovation and commitment (Mayfield & Mayfield, 2002, 2004).”
The relationship between employee satisfaction and organisational performance : evidence from a South African government department : original research (2013, background): “This environment is characterised by factors such as increased globalisation, demanding stakeholders, shortages of critical skills, increased workforce diversity as well as technological innovations (Mayfield & Mayfield, 2002).”
The Impact of Spiritual Leadership on Organizational Citizenship Behavior: A Multi-Sample Analysis (2012, background): “Champoux (2000) and Mayfield and Mayfield (2002) pointed out that leader’s caring behaviors toward the employees make employees emotionally attach to the organization, and be willing to stay in the organization.”
Want to, need to, ought to: employee commitment to organizational change (2008, background): “For example, high levels of employee loyalty have been linked to an estimated 11 per cent boost in productivity ( Mayfield and Mayfield, 2002”
The Role of Leader Motivating Language in Employee Absenteeism (2009, background): “…leader behaviors (communication, in particular) as significant interventions to increase employee motivation, a key factor in reduction of discretionary absence (Levin & Kleiner, 1992; Mayfield & Mayfield, 2002; Mayfield, Mayfield, & Kopf, 1998; Pettit, Goris, & Vaught, 1997; Robbins, 2005).”