The purpose of this summary is to highlight the impact of effective listening skills on managerial effectiveness. Three articles will be summarized in a manner that discusses this impact, while covering the key points recommended by the authors that are required to be an effective listener.
In How to Make Your Manager-to-Employee Communications Count (2004), the author maintains effective communication cannot occur without the ôability to listenö (6). The author argues that there are five ôfatal listening flawsö that derail management effectiveness: giving unsolicited advice, becoming defensive, telling employees how to feel, and offering an æanything you can do, I can do betterÆ respond (How 2004, 6). Inappropriate management response to what is said results in effective strategies and performance. The author argues five ôCÆsö of communication are required for superior managerial performance: candid; constructive; contextual; consistent; and continuous (How 2004, 6).
In Top Leaders Listen More Than Talk (2003), the author argues that there is only one cure for poor managerial performance; ôListen three times as much as you talkö (12). The author brings up the concept of ôfeelingö others as a means of effective listening, a manner of being able to perceive or sense what others need. While managers all too often are good at relating to fact and things, the authors contend that those who are leaders will react to ôfeelings and relationshipsö (Top 2003, 12). Effective listening is critical to feel others, a process that leads to a ôweö mentality versus and ôIö mentality. As the author asserts, ôWhen you are leading, you have to think æweÆùyou have to listen moreö (Top 2003, 1).
In Peace Talks, Davies (2004) maintains that one of the greatest indicators of managerial effectiveness is conflict resolution. However, managers without highly developed listening skills
...