As a coach, I know the importance of listening skills and the value of deep and active listening in particular.
I know the importance of suspending judgment and I know how critical it is to remove ones own’s biases, interests and concerns from coaching conversations.
Yet despite all that knowledge, I know there are times when I fail on some or even all of these fronts.
This is especially the case when I am manager as well as coach, because the manager as coach role carries inherent limitations as to the extent of objectivity that you can gain.
Nevertheless, I was struck today by how powerful true listening can be – when I was the one who needed to be listened to.
I asked to see one of my bosses to discuss a tricky situation that cut across work and personal matters, and I was treated to a masterclass in empathetic, engaged listening.
No promises were made. No solutions offered. But, intelligent questions were asked and my answers were listened to and heard.
Was the problem solved?
No.
Did I feel better able to manage it?
Yes I did.
The research
On reflection, this episode was a great illustration of the findings of Kluger & Itzchakov’s 2021 research. They found that listening benefits both the listener and the speaker, and that it leads to greater clarity, increased well-being, and a strengthened attachment to the conversation partner.
So what else does the research tell us about the value of listening skills in leadership situations?
The relationship between listening skills and leadership success has been the subject of extensive research. Effective listening is often cited as a critical component of successful leadership, influencing various aspects of organisational performance and leader-follower dynamics.
Here are some of the key research conclusions:
Critical Success Factor in Leadership:
Effective listening is identified as a critical success factor in leadership. It is particularly important for new leaders and those facing significant challenges (see references 1, 4 and 5 below).
Positive Correlation with Leadership Emergence:
Studies show a strong positive relationship between listening effectiveness and leadership emergence, indicating that leaders who listen effectively are more likely to be recognised as leaders by their peers (see references 2 and 3 below).
Enhancement of Leadership Skills:
Deep listening is considered a growth habit that can sharpen leadership skills, helping leaders avoid stagnation and continuously improve their effectiveness (see reference 4 below).
Improvement in Organizational Outcomes:
Listening is associated with improvements in job performance, quality of relationships, job knowledge, job attitudes, and overall well-being within organisations (see reference 6 below).
Perception of Leadership:
There is a strong correlation between listening behaviours and leadership perception. Person-oriented listening is highly correlated with considerate leadership, while fact-oriented listening is linked to task-oriented leadership (see reference 7 below).
My posts on listening are categorised with my posts on leading which can all be found here.
References
Baker, E., Dunne-Moses, A., Calarco, A., & Gilkey, R. (2019). Listening to Understand: A Core Leadership Skill. Journal of Public Health Management and Practice, 25, 508 - 510. https://doi.org/10.1097/PHH.0000000000001051.
Johnson, S., & Bechler, C. (1998). Examining the Relationship Between Listening Effectiveness and Leadership Emergence. Small Group Research, 29, 452 - 471. https://doi.org/10.1177/1046496498294003.
(1995). Leadership and Listening. Small Group Research, 26, 77 - 85. https://doi.org/10.1177/1046496495261004.
Schlak, T. (2021). Deep Listening as a Growth Habit for Library Leaders. Journal of Library Administration, 61, 704 - 709. https://doi.org/10.1080/01930826.2021.1947059.
Hoppe, M. (2007). Lending an ear: Why leaders must learn to listen actively. Leadership in Action, 27, 11-14. https://doi.org/10.1002/LIA.1215.
Kluger, A., & Itzchakov, G. (2021). The Power of Listening at Work. Annual Review of Organizational Psychology and Organizational Behavior. https://doi.org/10.1146/annurev-orgpsych-012420-091013.
Kluger, A., & Zaidel, K. (2013). Are Listeners Perceived as Leaders? International Journal of Listening, 27, 73 - 84. https://doi.org/10.1080/10904018.2013.754283.