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A study examined the relationships between leadership conversation and its impact upon organizational members' levels of organizational identification and behavior. It was hypothesized (1) that effective leader conversation would be associated with higher levels of role, means, goal and overall organizational identification, and (2) that conversations by leaders perceived as effective rather than ineffective would be viewed as more intrinsically and extrinsically motivating. Subjects, 66 employees from two large midwestern hospitals, were selected by using a proportionate stratified sampling technique and were then given a highly structured interview. Subjects were asked to identify two individuals considered leaders, one of whom provided effective leadership and one of whom did not. After identifying a variety of situations where motivation was the goal, the subjects selected and reconstructed a representative conversation with each leader. The subjects were then asked to complete three questionnaires based on the two constructed conversations. Results indicated that the degree to which an employee viewed the leader conversation as meaningful was positively associated with identification and motivation. Results also indicated that means and goals identification were better predictors of organizational identification than role identification. Employees perceived a strong relationship between their desire to participate in conversation (intrinsic motivation) to achieve a goal, and the degree to which the conversation compelled them (extrinsic motivation) to accomplish a desirable goal. (Tables of data are included, and 43 references are attached.) (NKA)

A study used an interpersonal goals approach to investigate the impact of normal communicative activity upon the attitude similarity and social attraction relationship of 90 undergraduate students. It was hypothesized (1) that there would be a main effect upon perceptions of social attractiveness and communication competence due to aligning actions--perceived social attraction and communication competence score would be higher in meta-aligning conditions than satisfactory aligning conditions, and higher in satisfactory aligning conditions than non-aligning conditions; (2) that there would be a main effect for conversational identification due to aligning actions; and (3) that there would be a main effect for attitudinal identification due to actual attitude similarity. Subjects' attitudinal and conversational identification were assessed using three scales. Results indicated that perceptions of social attraction and communication competence were moderated independently by attitude similarity and use of aligning actions. Both independent variables produced simple main effects upon social interaction and communication competence, but did not relate uniquely with one another to produce interaction effects. Results suggest that individuals assess their level of attraction and the communication competence of others based both on attitudinal and conversational information--attitudinally similar individuals being perceived as more socially attractive and communication competent than dissimilar persons. (Data tables are included.) (NKA)

A study investigated the conversational forms leaders employ, exploring the relationship between leaders' conversations and symbolic outcomes. It was hypothesized (1) that effective conversations by leaders would be characterized by coordinated management episodes, positive spirals, perfunctory rituals, and value expressive rituals, whereas ineffective conversations by leaders would be characterized by enigmatic episodes and unwanted repetitive patterns; and (2) that effective conversations by leaders would increase follower's identification, be perceived as desirable and coherent, and decrease the need for legitimation, while ineffective conversations would not. Subjects, 66 workers in two large midwestern hospitals, selected two coworkers or supervisors for their leadership abilities and were asked to reconstruct naturally occurring conversations with these individuals. Subjects then completed three questionnaires based on transcripts of these conversations. Results supported both hypotheses. Findings suggest that effective conversations by leaders were viewed as positively valenced, coherent, and as facilitating the accomplishment of work-related and personal goals. Findings also suggest that effective conversations produced higher levels of identification and decreased organizational members' need for legitimation processes. (Tables of data, notes, and extensive references are appended.) (NKA)