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Organizational communication patterns were used to predict the extent to which employees engaged in organizational citizenship behaviors. Both job satisfaction and citizenship motives were examined as potential mediators in the relationship between organizational communication patterns and organizational citizenship behaviors. Using a census-matched nationally representative sample ( N = 378) data were collected from participants from a variety of industries and organizations. As predicted, the conversation and positive conformity orientations positively predicted organizational citizenship behaviors. The negative conformity dimension negatively predicted in-role and organizational citizenship behaviors but counter to the prediction was a positive predictor of individual citizenship behaviors in the path analysis. Citizenship motives served as a full or partial mediator for both the positive conformity and conversation orientations relationship with organizational citizenship behaviors; however, job satisfaction did not act as a mediator for any of the relationships between organizational communication patterns and organizational citizenship behaviors.

Using Ritchie and Fitzpatrick's conceptualization of family communication patterns, we developed a scale of communication patterns within an organizational context. Three studies (total N = 877) were conducted to develop the new measurement and demonstrate its psychometric properties. The item generation (Study 1) and the exploratory factor analysis (Study 2) revealed that conformity had both positive and negative dimensions. The confirmatory factor analysis (Study 3) demonstrated the strength of the factor structure for the two dimensions of conformity and the conversation orientation. Results indicated that positive conformity and conversation orientations were positively related to constructive employee outcomes (e.g., organizational commitment and employee engagement) and negatively related to detrimental employee outcomes (e.g., turnover intentions and burnout). The negative conformity orientation demonstrated the opposite relationship to employee outcomes. Finally, regression analyses indicated that interaction effects occurred between the conformity dimensions and the conversation orientation for several employee outcomes.

AbstractAffection exchange theory predicts that both excessive affection and affection deprivation are associated with poorer health, compared with receiving the level of affectionate communication that one desires. A similar yet‐untested prediction is that affection deprivation is more aversive than excessive affection. This preregistered study tested both hypotheses on a battery of mental and physical health outcomes, including depression, loneliness, stress, physical pain, frequency of nightmares, and sleep quality, using a Census‐matched sample of U.S. American adults (N = 827). As hypothesized, receiving the right amount of affection was associated with more health‐supportive scores on all outcomes than either excessive or deficient affection. Similarly, excessive affection was associated with lower depression, loneliness, stress, and pain, and higher sleep quality, than affection deprivation.

The relational communication messages of intimacy and dominance were used to predict a task and relationship leadership style in supervisors. In the study, 307 participants working in various industries completed measures of relational communication and leadership styles about their direct supervisor. As predicted, intimacy messages were positively related to a relationship-oriented leadership style and dominance messages were positively related to a task-oriented leadership style. Intimacy messages were also linked to a task-oriented style and dominance messages were linked to relationship-oriented style. Regression analysis determined that receptivity/trust was the best predictor of a relationship-oriented style and influence was the best predictor of a task-oriented style. Overall, results demonstrate the need for both intimacy and dominance messages across leadership styles.