“TIS THE SEASON TO BE JOLLY”: A YULETIDE 1980 ASSESSMENT OF COMMUNICATION RESEARCH

The past two decades have witnessed marked improvment in the work produced by communication researchers. Today's research is marked by increasing reliance on theory, a greater emphasis on programmatic research, and attempts to fit methods to particular research objectives. These advances, along with a dramatic increase in the number of capable communication researchers, have combined to heighten the credibility of communication research among colleagues in related disciplines. Although many issues remain unsolved, progress is the key word in assessing events of the last 20 years.     

THE CURRENT STATUS OF THEORY AND RESEARCH IN INTERPERSONAL COMMUNICATION

This paper details four alternative perspectives for conceptualizing the interpersonal communication process, emphasizing their implications for the theorist and researcher of interpersonal communication. The four perspectives discussed are the situational approach, the developmental approach, the law-governed approach, and the rule-governed approach. The strengths and limitations of each perspective are examined, and some suggested priorities for future research are offered.     

LEARNING THEORY APPROACHES TO PERSUASION

This review synthesizes relevant research dealing with the processes of learning and suggests its applications to compliance gaining. The two major issues addressed are: (1) to what degree can learning theories explain the acquisition of new attitudes and behaviors, and (2) to what degree are attitudinal and behavioral changes governed by learning theory principles? The learning theories discussed are grouped into three categories: stimulus-response or connectionist approaches; cognitive approaches; and stochastic, mathematical, and cybernetic approaches. The stimulus-response models, which encompass most of the research examined in this paper, are further broken down into four types: (1) classical conditioning, (2) contiguity models, (3) instrumental (or operant) conditioning and (4) models including drive and drive reduction. Principles and major research evidence from numerous learning theories are reviewed and analyzed, and suggestions are made as to how this evidence may aid in the construction of more complete theories of persuasion and attitude change.     

SCIENCE AND THE STUDY OF HUMAN COMMUNICATION: AN INQUIRY FROM THE OTHER SIDE OF THE TWO CULTURES

The name “science” may have been wrongly applied to what experts do when they study human communication. Assumptions and methods of the hard sciences do not seem to fit human communication behavior. The result is subversion of human dignity through the production of findings that are method oriented but not productive of generalizations useful either in advancing understanding or in generating a useful technology. The need is to discover a way to anthropomorphize the study of human communication behavior.     

ORGANIZATIONAL COMMUNICATION: 1978

With roots in social psychology, human relations, and organizational theory and behavior, the discipline of organizational communication has emerged in the last 25 years with its own content, methodology, and applications. Although one of the first major literature reviews of this field was produced about 15 years after much of the early foundation research had been completed (Guetzkow, 1965), the next major reviews were published in half the time (Porter & Roberts, 1972; Redding, 1972). As further evidence of the sheer quantity of research being completed in this new discipline, four additional reviews and syntheses were published during the next four years (Pietri et al., 1974; Goldhaber, 1975; Bernstein, 1976; Richetto, 1977). In fact, as Richetto closed his 1976 overview of the field, he predicted that there would “likely be continued attempts at integrating and synthesizing findings” (p. 336). Little did he realize that within two years, three additional reviews would appear (Dennis, Goldhaber, Yates, 1978; Farace, Taylor, Stewart, 1978; Monge, Edwards, Kirste, 1978). The present synthesis and review, with its emphasis on findings and implications, combines the results of recent North American and European research with those of the first 16 studies completed by the International Communication Association (1CA) Communication Audit. We have divided the review into three major sections: a historical overview of the major findings from both North America and Europe; major findings from the ICA Communication Audit; and implications of all major findings for future research.     

A HIERARCHICAL CONSTRUCT OF SELF-MANAGEMENT LEADERSHIP AND ITS RELATIONSHIP TO QUALITY OF WORK LIFE AND PERCEIVED WORK GROUP EFFECTIVENESS

This study validates the self-management leadership theory as operationalized by the Self-Management Leadership Questionnaire (Manz & Sims, 1987) in a large telephone company. The sample for this study is 390 self-managing and 412 traditionally managed employees and 94 external leaders from 58 self-managing and 60 traditionally managed teams. Results support Manz and Sims' 6-factor pattern at the first-order level, and in addition, identify a common second-order factor. The hierarchical factor structure is invariant in employee and leader samples drawn from both self-managing and traditionally managed work teams, suggesting that the construct of self-managing leadership is similar for members and leaders of both types of teams. Respondents perceive slightly more self-management leadership behaviors in the self-managing than the traditional work teams. Respondents evaluate self-managing work teams as more effective than traditional work teams, and this difference is moderate in size. Self-managing leadership behaviors are positively associated with QWL (mainly employee satisfaction) and self-rated effectiveness for both self-managing and traditional teams. In general, self-managing work teams are not that different from traditionally managed groups in the relationship of self-managing leadership to outcomes. We conclude that self-management leadership is a hierarchical concept, constituted of specific strategies as well as a general orientation toward empowering employees. These leadership behaviors are applicable to managing both traditional and self-managing work teams.