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This study examines the influence of project managers' communication behaviors in integrated project delivery (IPD) projects. This study also considers the impact of team-level information sharing on team-level outcomes (i.e., goal alignment, decision quality, process commitment, and project quality). Results indicate that team information sharing was perceived as beneficial, but the effects of project manager communication behaviors were inconsistent. Interaction analyses indicated that project managers' communication behaviors hindered team functioning if teams were already engaging in adequate levels of information sharing. This manuscript contributes to the project management corpus by explicating an integrative model whereby project manager and team-level information-sharing behaviors are modeled simultaneously. [ABSTRACT FROM AUTHOR]

Although multiple conceptualizations and measures of newcomer socialization have been offered, most approaches to measuring socialization efforts (a) confound distinctions between multilevel influences and (b) overlook critical communicative aspects (i.e., who-says-what-to-whom-and-how). Advocating for a shift in theory and measurement, this paper reviews three popular approaches in the socialization corpus (i.e., contextual, content, and memorable messages) and then critiques their inattention to the multilevel and communicative nature of socialization processes. This paper concludes with recommendations for future research on the dynamics of newcomer socialization, especially as they occur across multiple levels of analysis. [ABSTRACT FROM AUTHOR]

Purpose – The concept of “communicative leadership” is used in organisations that analyse and develop leaders' communication competence. A scholarly definition of this concept is lacking, and the implications of leaders' communication and the development of communication competence for organisations are rarely discussed. The purpose of this paper is to create a theoretical framework around the concept of “communicative leadership”, which can contribute to future research and development of leaders' communication competence. Design/methodology/approach – Three research questions were addressed: what communicative behaviours are central to leaders? How can “communicative leaders” be characterised? What is a “communicative leader”? Literature from the leadership and communication research fields was reviewed and related to these questions. Findings – Four central communicative behaviours of leaders (i.e. structuring, facilitating, relating, and representing), eight principles of communicative leadership, and a tentative definition are presented. A communicative leader is defined as someone who engages employees in dialogue, actively shares and seeks feedback, practices participative decision making, and is perceived as open and involved. Practical implications – A theoretical foundation to the practice of analysing and developing leaders' communication competence is provided, which is related to employee engagement and organisational performance. Originality/value – Communicative leadership is a concept emerging from organisational needs, articulated by corporate and public organisation leaders. This article links its core constructs to academic quantitative and qualitative research in an integrated framework, which can guide further research and the development of leaders' communication competence. [ABSTRACT FROM AUTHOR]

The article discusses a study that focuses on two professional groups who regularly interact with people believed to be dying, who have received specialized training in communicating with the dying and had considerable breadth of experience in this area. It centers on the self-reported behavior of ministers and hospice volunteers in their attempts to create effective communications with persons know to be dying. It provides the three primary styles of caregivers namely avoiding and confronting which they initiate and reacting which is a mirroring strategy where a caregiver tries to respond to the communication initiated by the dying person. Caregivers are advised to be attentive to a patient's emotional state and the caregiver's habitual style of communication.

Analysis of communication patterns in the face of dying stresses the presence of contradictory and interrelated factors. Issues of contact (involved/uninvolved), feelings (hide/reveal), and the handling of information (exercise control/abdicate control) are discussed as dialectical tensions that need to be assessed from the perspective of multiactor involvement. [ABSTRACT FROM AUTHOR]

Comments on the criticisms of Bullis, Turner, and Clair concerning organizational communication socialization. Three main objectives of the article concerning organizational communication socialization; Areas of the article that can be used for future research.