Volume 70, Issue 3 p. 1045-1099
Original Article

Dyadic Listening in Teams: Social Relations Model

Avraham N. Kluger

Corresponding Author

Avraham N. Kluger

The Hebrew University of Jerusalem, Israel

Address for correspondence: Avraham N. Kluger, School of Business Administration, The Hebrew University of Jerusalem, Jerusalem 91905, Israel. Email: [email protected]

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Thomas E. Malloy

Thomas E. Malloy

Rhode Island College, USA

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Sarit Pery

Sarit Pery

The Hebrew University of Jerusalem, Israel

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Guy ItzchakovDotan R. Castro

Dotan R. Castro

The Hebrew University of Jerusalem, Israel

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Liora Lipetz

Liora Lipetz

The Hebrew University of Jerusalem, Israel

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Yaron Sela

Yaron Sela

The Hebrew University of Jerusalem, Israel

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Yaara Turjeman-Levi

Yaara Turjeman-Levi

The Hebrew University of Jerusalem, Israel

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Michal Lehmann

Michal Lehmann

The Hebrew University of Jerusalem, Israel

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Malki New

Malki New

The Hebrew University of Jerusalem, Israel

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Limor Borut

Limor Borut

The Hebrew University of Jerusalem, Israel

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First published: 27 April 2020
Citations: 41

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.