Abstract
This chapter describes why all motivating language factors must be used in a coordinated fashion for maximum outcomes. Each facet plays a unique role in leader-to-follower communication that cannot be replaced by the other facets. In addition, a deficit in one facet will create problems in a worker’s situation that will blunt the effectiveness of the other facets—a lack of one facet’s use may create problems that have to be addressed by the use of other facets. Since a leader’s time is limited, this will mean that time using a facet to deal with problems arising from another facet’s deficit cannot be used to employ any one facet to its full potential.
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References
Mayfield, J., & Mayfield, M. (in press). The diffusion process of strategic motivating language: An examination of the internal organizational environment and emergent properties. International Journal of Business Communication. https://doi.org/10.1177/2329488416629093.
Mayfield, J., & Mayfield, M. (2009). The role of leader motivating language in employee absenteeism. Journal of Business Communication, 46(4), 455–479.
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Mayfield, M., Mayfield, J. (2018). Motivating Language Coordination. In: Motivating Language Theory. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-66930-4_6
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DOI: https://doi.org/10.1007/978-3-319-66930-4_6
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Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-319-66929-8
Online ISBN: 978-3-319-66930-4
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