Dyadic Listening in Teams: Social Relations Model

Avraham N. Kluger, Thomas E. Malloy, Sarit Pery, Guy Itzchakov, Dotan R. Castro, Liora Lipetz, Yaron Sela, Yaara Turjeman-Levi, Michal Lehmann, Malki New, Limor Borut

Research output: Contribution to journalArticlepeer-review

Abstract

Listening has powerful organizational consequences. However, studies of listening have typically focused on individual level processes. Alternatively, we hypothesized that perceptions of listening quality are inherently dyadic, positively reciprocated in dyads, and are correlated positively with intimacy, speaking ability, and helping-organizational-citizenship behavior, at the dyadic level. In two studies, teammates rated each other on listening and intimacy; in one, they also rated speaking ability, and helping-organizational-citizenship behavior, totaling 324 and 526 dyadic ratings, respectively. In both studies, social relations modeling suggested that the dyad level explained over 40 percent of the variance in both listening and intimacy, and yielded the predicted positive dyadic reciprocities. Furthermore, as predicted, listening perceptions correlated with intimacy, speaking ability, and helping behavior as reported by other workers, primarily at the dyadic level. Moreover, rating of listening, but not of speaking, by one dyad member, predicted intimacy reported by the other dyad member, and that intimacy, in turn, predicted helping-organizational-citizenship behavior. Counterintuitively, listening quality is more a product of the unique combination of employees than an individual difference construct. We conclude that perceived listening, but not perceived speaking, appears to be the glue that binds teammates to each other dyadically, and consequently affects helping.

Original languageEnglish
Pages (from-to)1045-1099
Number of pages55
JournalApplied Psychology
Volume70
Issue number3
DOIs
StatePublished - Jul 2021

Bibliographical note

Funding Information:
This research was supported by grants from the Recanati Fund at the School of Business Administration, and the Israel Science Foundation (Grant No. 928/17) to the first author, a RI‐INBRE grant, to the second author, # 2P20GM103430 from the National Institute of General Medical Sciences (NIGMS) of the National Institutes of Health (NIH), the United States‐Israel Binational Science Foundation # 2018055 to the first and second author, and by a grant from the Israel Science Foundation to the fourth author (Grant No. 460/18). Its contents are solely the responsibility of the authors and do not represent the official views of NIGMS or NIH. The authors thank Carmit Tadmor for suggesting we study helping, and David Kenny for providing us R code for actor–partner interdependence modeling.

Funding Information:
This research was supported by grants from the Recanati Fund at the School of Business Administration, and the Israel Science Foundation (Grant No. 928/17) to the first author, a RI-INBRE grant, to the second author, # 2P20GM103430 from the National Institute of General Medical Sciences (NIGMS) of the National Institutes of Health (NIH), the United States-Israel Binational Science Foundation # 2018055 to the first and second author, and by a grant from the Israel Science Foundation to the fourth author (Grant No. 460/18). Its contents are solely the responsibility of the authors and do not represent the official views of NIGMS or NIH. The authors thank Carmit Tadmor for suggesting we study helping, and David Kenny for providing us R code for actor–partner interdependence modeling.

Publisher Copyright:
© 2020 International Association of Applied Psychology

ASJC Scopus subject areas

  • Developmental and Educational Psychology
  • Arts and Humanities (miscellaneous)
  • Applied Psychology

Fingerprint

Dive into the research topics of 'Dyadic Listening in Teams: Social Relations Model'. Together they form a unique fingerprint.

Cite this