In the complex ecosystem of organizational dynamics, communication stands as a cornerstone for effective teamwork and productivity. A groundbreaking study led by Dr. Osnat Bouskila-Yam of the Baruch Ivcher School of Psychology and the Arison School of Business at Reichman University, in collaboration with Prof. Nurit Zaidman from Ben-Gurion University of the Negev, has unveiled profound insights into the pivotal role of listening styles adopted by team leaders during meetings. This research pioneers the exploration of how a manager’s auditory engagement shapes not only individual interactions but fundamentally restructures the collective communicative climate of entire teams.
The investigation’s core premise revolves around the hypothesis that the manner in which a team manager listens—whether empathetically and inclusively or partially and disruptively—exerts significant influence on the team’s overall listening quality. Previous studies often isolated listening behaviors in controlled laboratory conditions; however, this study breaks new ground by embedding itself within real-world organizational settings. Through this practical approach, Dr. Bouskila-Yam and her team meticulously observed 29 team meetings across high-tech organizations in Israel, complemented by extensive qualitative data from 18 in-depth interviews and 10 focus groups, offering a granular look into genuine managerial influence on team listening dynamics.
One of the most striking findings centers on the classification of six distinct listening types that manifest during team interactions. These include disruptive listening, characterized by interruptions and a dismissive attitude; deep listening, which denotes a profound cognitive and emotional engagement with the speaker; and a reflective listening style that empowers speakers to gain enhanced self-awareness. The research highlights that the managerial display of empathetic and authentic listening behaviors directly correlates with the emergence of a positive listening climate within the team. This environment not only fosters openness but also encourages richer, more effective dialogues among team members.
Delving into the mechanisms of this phenomenon, the study elucidates how managers who consciously create “solo” speaking opportunities—allowing each team member uninterrupted airtime—facilitate a culture of inclusivity and psychological safety. Such an approach mitigates the common pitfalls of conversational dominance or premature judgment. Emotional attentiveness, where the manager demonstrates genuine concern for verbal and non-verbal cues, further reinforces trust and engagement. Consequently, these practices do not merely enhance the quality of communication but substantially elevate team cohesion and collaborative problem-solving capacities.
Conversely, the research exposes the detrimental effects when managers engage in partial listening or interruptive behaviors. These actions fragment the communicative flow, breed frustration, and stifle the depth of discourse. The resultant climate, marred by diminished trust and lower collective input, undermines the potential for innovative thinking and shared understanding. The implications extend beyond mere conversational etiquette, suggesting that managerial listening styles are integral to organizational health and effectiveness.
This study’s methodology, rooted firmly in the real-world context, enabled the researchers to capture authentic interpersonal dynamics as they naturally unfolded. By integrating direct observations with rich interview data and focus group dialogues, the team constructed a comprehensive ethnographic narrative that reveals the interplay between leadership behavior and team interactional quality. Such a triangulated approach ensures robustness in findings and underscores the nuanced ways that managerial listening fosters or inhibits team communication climates.
Dr. Osnat Bouskila-Yam articulates a paradigm shift in management practice, emphasizing that “listening-based management” transcends traditional operational oversight. It places listening at the forefront of leadership competencies, demanding that managers not merely acquire emotional listening skills in theory but actively embody them during team engagements. This includes the intentional inclusion of less vocal team members, which broadens participation and mitigates social loafing. The study thus elevates listening from a passive to an active managerial function with strategic consequences.
Prof. Nurit Zaidman expands on the practical applications of these insights, advocating for comprehensive training programs targeting both managers and employees. Such interventions should prioritize the cultivation of authentic listening skills alongside message articulation techniques. Embedding genuine listening within organizational cultures can transform communication patterns, elevating productivity and employee satisfaction.
At its core, this research reinforces the conceptualization of listening as a critical organizational asset. Far from a peripheral soft skill, effective listening is portrayed as central to the fabric of team dynamics, decision-making processes, and ultimately, organizational success. The implications call for a reexamination of leadership development curricula and employee engagement strategies, placing premium value on auditory attentiveness.
From a broader social science perspective, the findings intersect with disciplines such as psychological science, sociology, and communications, highlighting the interdisciplinary nature of listening as a phenomena. This integrative approach situates the study within a wider context of social and organizational behavior, providing fertile ground for future research.
In conclusion, the pioneering work of Dr. Bouskila-Yam and Prof. Zaidman elucidates that the art of listening within team meetings is not merely about sound reception but about creating a resonant environment that amplifies every voice. The nuances of managerial listening styles dictate the health and effectiveness of team communication climates, ultimately influencing organizational outcomes. This research invites leaders to reconsider their engagement strategies, positioning listening at the heart of transformative team leadership.
Subject of Research: People
Article Title: Listening in team meetings – what is the team leader’s influence?
News Publication Date: 3-Jun-2025
Web References: DOI: 10.1108/JCOM-02-2024-0032
Image Credits: Ella Faust
Keywords: Psychological science, Sociology, Social studies of science, Anthropology, Communications, Corporations, Human resources
