SAGE Journal Articles

Click on the following links. Please note these will open in a new window.

Article 1:
Winter, J.K., Neal, J.C., & Warner, K.K. (2001). How male, female, and mixed-gender groups regard interaction and leadership difference I the business communication course. Business Communication Quarterly, 64, 43-58.
How Male, Female, and Mixed-Gender Groups Regard Interaction and Leadership Difference in the Business Communication Course
Summary: This article suggests the importance of teaching students working in groups how to avoid groupthink, how to come to agreement in a timely manner, each individual in a team learning how to be an expert, each team member being active, and good writing skills for males and females.

Article 2:
Madlock, P.E. (2008). The link between leadership style, communicator competence, and employee satisfaction. Journal of Business Communication, 45, 61-78.
The Link Between Leadership Style, Communicator Competence, and Employee Satisfaction
Summary: This study indicated a strong relationship between supervisors’ communicator competence and their task and relational leadership styles, with supervisor communicator competence being a stronger predictor of employee job and communication satisfaction.

Article 3:
Baillien, E., Notelaers, G., De Witte, H., & Berge Matthieson, S. (2011). The relationship between the work unit’s conflict management styles and bullying at work: Moderation by conflict frequency. Economic and Industrial Democracy, 32, 401-419.
The Relationship Between the Work Unit’s Conflict Management Styles and Bullying At Work: Moderation by Conflict Frequency
Summary: The results revealed moderation of the relationship between conflict management and bullying by conflict frequency: conflict frequency reinforced the association between conflict management styles and bullying. Problem-solving was related to less bullying, especially in the case of high conflict frequency. Forcing was related to more bullying at work, especially in the case of high conflict frequency. Avoiding was only related to more bullying when employees were confronted with conflicts in their work unit on a daily basis. Yielding was not related to bullying.