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.