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 support 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 programs 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 paper
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
www.emeraldinsight.com/0142-5455.htm
Employee Relations
Vol. 35 No. 2, 2013
pp. 173-199
r Emerald Group Publishing Limited
0142-5455
DOI 10.1108/01425451311287862
173
Managerial
communication
styles
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