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Journal Article 1: Cooper, L. O. (1997). Listening competency in the workplace: A model for training. Business and Professional Communication Quarterly, 60, 75-84.

Abstract: Listening is a desirable skill in organizational settings; good listening can improve worker productivity and satisfaction. The challenge facing consultants is how to train employees to be competent listeners. Although much research in listening has taken place over the last few years, little of that research addresses workplace listening directly and much is based on false assumptions: that listening is a unitary concept, that listening is a cognitive rather than behavioral skill, and that listening is a linear act. In a 10-year study, we developed a model of organizational listening competency that does apply directly to the workplace. It provides a basis for assessing listening ability largely through the observations of co-workers. The model emphasizes two effective behaviors: accuracy, that is, confirming the message sent; and support, that is, affirming the relationship between the speaker and the listener: This model serves as an effective basis for improving workplace listening, both through formal training programs and through individual workers' own efforts.

Journal Article 2: Davenport Sypher, B., Bostrom, R. N., & Hart Seibert, J. (1989). Listening, communication abilities, and success at work. International Journal of Business Communication, 26, 293-303.

Abstract: Although many have argued that listening is particularly important in organizations, few studies have examined listening and listening skills in this context. This study examined relationships between listening, communication related abilities, employee level in an insurance company, and upward mobility. The results indicated significant positive relationships between listening and other social cognitive and communicative abilities. While findings suggested that nonsupervisors tended to possess better listening abilities than supervisors, there was some evidence that better listeners were in higher levels of the organization and were more upwardly mobile.

Journal Article 3: Haas, J. W., & Arnold, C. L. (1995). An examination of the role of listening in judgments of communication competence in co-workers. International Journal of Business Communication, 32, 123-139.

Abstract: Listening has been reported to be an important component in judgments of communication competence in the workplace. To investigate the contributions of listening to judgments of competence, this study examined how organization members use listening and listening-related factors in judgments of communication competence across situations. The results support the notion that listening plays a central role in assessments of communication competence. Analysis reveals that listening accounts for approximately one-third of the characteristics perceivers use to evaluate communication competence in co-workers. Additionally, the results suggest organization members differ in their use of listening in judgments of competence in several kinds of situations.

Journal Article 4: Brownell, J. (1992). Preparing students for multicultural environments: Listening as a key management competency. Journal of Management Education, 16, 81-93.

Abstract: Listening is an essential yet consistently problematic skill in management. The authors of this article identify three critical listening competencies: recognize differences in perception, developing empathy, and providing a non-judgmental response.