The Motivating Language Theory On Employee Communication

There has been little research done on how the language of those in leadership positions can effect employee communication, but the Motivating Language Theory (MLT) suggests that speech can affect the willingness of the employee and improve communication skills along with employee performance. This theory was tested according to the Motivating Language Scale (MLS) which views three different speech acts: The locutionary language defines and explains the culture, rules, and regulation of an organization in hopes that the employee interprets the new information easily and adapts accordingly. It is the middle ground approach. Perlocutionary language is more forceful and leaves very little room for interpretation and uncertainty. It is most often

The most effective forms of communication between leaders and subordinates encompasses all three styles, tailoring to different groups based on function, group characteristics, and goals at hand. Motivating language theory draws from a few more primary assumptions. First, the three basic speech acts represent most verbal expressions that can occur in leader-worker talk. Second, leader behavior strongly influences the effect of motivating language on subordinate outcomes (Sullivan, 1988; J. Sullivan, personal communication, March 3, 1992). The bifurcated language that managers use is constant with their own personal perceptions, and employee’s personal views define if the manager’s verbal instruction is persuading or inspiring enough to act accordingly. Workers need to recognize the manager’s envisioned meaning for ML’s to be effective and implanted into practicality. Motivating Language Theory is essential, for it connects associations with the supervisor dialect with the main worker results in occupation presentation and occupation fulfillment. The absolute authority of motivating language can commonly be gathered by supervisors proficient in using all of the types of speech with subordinates. The three diverse styles of language are viewed as reproducing a primary basis of the managerial motivating language capabilities. Improving the way leaders communicate with subordinates will only take the manager-employee relationship to an assured ceiling, but language supported by a cultural conduct will eventually assist administrators beyond current