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Does empathy merely take place in leaders' minds? How does it help us better understand and practice leadership? In the past, entitative relational leadership studies have mainly drawn on a mind-based understanding of empathy and focused on the association between individual empathy traits and leader emergence and effectiveness. Such an approach overlooks leadership practice of empathy as a constructive process. By integrating emerging research from diverse disciplines from philosophy to communication, the article first offers a constructionist view of empathy, based on which empathic leadership practice is conceptualized. The article explicates how leadership practice of empathy construction is rooted in relational ethics and takes place in both synchronic dyadic interaction through conversation as well as diachronic narrative practice with a collective other. By conceptualizing empathic leadership practice through a social constructionist approach to empathy, the article makes significant contributions to our understanding of relational leadership.

Although earlier research on leader-member exchange (LMX) theory supported a negative linear relationship between LMX quality and role stressors, recent studies suggest that a more complex, nonlinear relationship may exist between LMX quality and variables traditionally associated with it. Based on communication research of LMX and social exchange theory, the aim of this article is to revisit the relationship between LMX quality and role stressors by reconceptualizing their associations and testing the hypotheses of an inverted U relationship. A survey study among immigrant employees revealed differential effects of LMX quality on role stressors. In particular, with role conflict and role overload LMX quality was found to have an inverted U relationship, but a negative linear relationship with role ambiguity. These findings challenge the prevailing assumptions and carry significant theoretical and practical implications.

Although research has made significant gains in understanding the constitutive nature of conversation in the process of organizing, its predictive effects on organizational outcomes are still uncertain. To contribute in this direction, based on social exchange theory and leader-member exchange (LMX) research, this study examined the predictive effects of leader-member conversational quality (LMCQ) on employee organizational commitment (OC), and the potential interaction effects of LMCQ with LMX quality. Using data from an online survey, this study found that above and beyond communication frequency and other control variables, LMCQ is significantly associated with employee OC. More interestingly, the effects of LMCQ vary based on the level of LMX quality. These findings have significant implications at both theoretical and practical levels.

Although it is clear that leadership plays a significant role in followers' psychological health, the specific mechanisms by which leadership effects may take place await further theorizing and investigation. We argue that communication practices may constitute such specific mechanisms. Therefore, the purpose of this study is to examine how leader-member conversational quality (LMCQ) and communication frequency are associated with members' perception of work role stressors. Through an online survey, the study found that LMCQ has a significant predictive effect on work role ambiguity and role overload. However, LMCQ interacts with communication frequency in their effects on role conflict. These findings contribute to theories of leadership communication and the continuous development of role dynamics theory.

Work organizations increasingly adopt shared electronic databases. However, employees' unwillingness to contribute to shared resources undermines the utility of such technologies. Current research is limited to either a utilitarian or normative perspective. To advance understanding in this area, this study proposes a three-dimensional framework. It includes the utilitarian and normative perspectives as two complementary dimensions in addition to a third collaborative dimension. Based on this framework, the study identifies three key organizational processes and advances an additive model to predict employees' willingness to contribute to shared electronic databases. An empirical test was conducted to assess the model in a large manufacturing organization. The test showed both significant overall effects of the model and significant main effects of each predictor variable. The article will discuss the findings and address both theoretical and practical implications.

PurposeThe purpose of this paper is to examine how organizational diversity may be associated with immigrants' quality of coworker relationships. More specifically, this paper examines how immigrants' perceived deep-level similarity and perceived workplace ethnic diversity may be associated with their quality of coworker relationships.Design/methodology/approachA final sample of 347 immigrant employees were surveyed. Hierarchical regression analyses were conducted to test the hypotheses.FindingsImmigrants' quality of coworker relationships is positively associated with their perceived deep-level similarity with other coworkers. In addition, perceived workplace ethnic diversity moderates this relationship such that the relation is stronger as perceived workplace ethnic diversity increases.Research limitations/implicationsThe study and analyses are based on cross-sectional and single-source data and cannot determine causality. The study is also restricted to immigrants in the USA.Practical implicationsFindings provide evidence that increased levels of ethnic diversity and deep-level similarity in the workplace may improve immigrants' quality of relationships, helping them integrate more successfully in organizations. Thus, managers seeking to benefit from diversity should strive for the creation of truly multicultural organizations or workgroups and focus on fostering similarities in deep-level attributes to maximize their potential.Originality/valueImmigrants are an important asset for organizations, but research about their inclusion in organizations is limited, especially when examining their integration in their workplaces. This study addresses some of these limitations by looking at the effect of diversity in organizations.

The relationship between citizens and local government in urban areas has had a colorful history. Here we ask how communication channels—interpersonal and mass—and organizational involvement affect citizen attempts to influence their local government through grassroots activities such as personal contacts, letter writing, attending meetings. Data from a survey of a metropolitan area in the Midwest are analyzed to examine the influence of these measures of social capital. Analyses support the importance of organizational involvement, neighborhood communication networks, and attention to public affairs content in the media as stimulants for grassroots attempts to influence local governance in urban areas.

The relationship between citizens and local government in urban areas has had a colorful history. Here we ask how communication channels—interpersonal and mass—and organizational involvement affect citizen attempts to influence their local government through grassroots activities such as personal contacts, letter writing, attending meetings. Data from a survey of a metropolitan area in the Midwest are analyzed to examine the influence of these measures of social capital. Analyses support the importance of organizational involvement, neighborhood communication networks, and attention to public affairs content in the media as stimulants for grassroots attempts to influence local governance in urban areas.