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Does the way the team manager listens affect the quality of listening of the entire team? A new study conducted by Dr. Osnat Bouskila-Yam of the Baruch Ivcher School of Psychology and the Arison School of Business at Reichman University, together with Prof. Nurit Zaidman of the Department of Business Administration at Ben-Gurion University of the Negev, reveals for the first time a direct and significant link: the manager's listening style determines the listening climate in team meetings.

The findings are in the Journal of Communication Management.

When the manager provides team members with "solo" speaking opportunities, avoids interruptions, and demonstrates emotional attentiveness, they foster open, deeper, and more effective dialog. In contrast, partial listening, a lack of authenticity, or a tendency to interrupt damages the overall quality of listening of the entire team.

The uniqueness of this study lies in the fact that it was conducted in a real-world setting rather than a laboratory environment, allowing the researchers to observe how a manager's listening style actually shapes the team's communicative climate.

The findings were gathered through 29 direct observations of team meetings, 18 in-depth interviews, and 10 focus groups, involving eight high-tech teams from two Israeli companies.

The researchers identified six different types of listening, including disruptive listening, deep listening, and listening that encourages speakers to better understand themselves.

The most striking finding, however, concerns the role of the team leaders: only managers who demonstrated empathetic, inclusive, and non-judgmental listening were able to foster a positive listening environment—a climate that was also reflected in the behavior of the entire team.

Dr. Osnat Bouskila-Yam, from the Baruch Ivcher School of Psychology and the Arison School of Business, who led the study, explains, "A manager who truly listens not only gains a better understanding of their employees, but also creates a space where others can better understand themselves.

"This is the essential difference between operational management and listening-based management. It is not enough for a manager to learn emotional listening skills—they must also put listening into practice during team meetings, including by giving quieter team members the opportunity to speak."

Prof. Nurit Zaidman, from the Department of Business Administration at Ben-Gurion University of the Negev, added, "The study's findings lead to the practical conclusion that managers and employees should be trained in genuine listening, and not only in how to convey a message in a convincing manner."

The study highlights that listening is in fact a fundamental organizational asset.