Leadership Communication on Internal Digital Platforms, Emotional Capital, and Corporate Performance: The Case for Leader-Centric Listening

Abstract

This research examined the role of leadership communication on internal digital platforms and the nature of digital listening by leaders. A survey of managers showed that in higher emotional capital (employees’ aggregate feelings of goodwill toward a company and the way it operates) and higher performing organizations, leaders are much more active communicators on internal digital platforms. A critical incident study explored the nature of digital listening by leaders, showing that effective digital listening by leaders tends to be leader-centric but focused on the collective voice of employees. Future research about leader listening should explore the notion of collective voice.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 60 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.