C6 | Relational leaders behaviours: Building trust to encourage employee voice in teams | Rapid research 20 mins
Tracks
Track C | Lagoon Room 2 l Filmed
| Thursday, July 7, 2022 |
| 11:20 AM - 11:40 AM |
| Lagoon Room 2 |
Overview
In-person live +
Presenter
Miss Dilkash Parabia
University of Western Australia
Relational leaders behaviours: Building trust to encourage employee voice in teams.
11:20 AM - 11:40 AMPromotional description
Enabling employees to voice concerns and contribute to the team is important for the workplace. Specifically, hierarchical teams that inherently have a strict and formal team structure often inhibit voice behaviours which can be detrimental for the organisation. Additionally, in such teams, leaders are often recruited and trained for their professional, rather than relational competency. This recruitment and training approach has its challenges because blind trust in a leader’s professional competence can inhibit voice behaviours.
We know that voice behaviours are often traced back to the level of trust existing between individuals. Therefore, we explore what and how specific relational leader behaviours can help build trust amongst team members in hierarchical teams and hence encourage voice behaviours.
We know that voice behaviours are often traced back to the level of trust existing between individuals. Therefore, we explore what and how specific relational leader behaviours can help build trust amongst team members in hierarchical teams and hence encourage voice behaviours.
Learning outcomes
Upon completion of this presentation, you will gain insight into:
• Understanding what relational leader behaviours are, and which ones are likely to be important in hierarchical teams,
• The value of building trust and facilitating voice in hierarchical teams, through relational leader behaviours.
• Potential ways in which the development of relational behaviours might be developed in leaders of hierarchical teams such as incorporating relational behaviours as part of leader training and development.
• Specifying relational leader attributes in job descriptions for recruitment purposes.
• Understanding what relational leader behaviours are, and which ones are likely to be important in hierarchical teams,
• The value of building trust and facilitating voice in hierarchical teams, through relational leader behaviours.
• Potential ways in which the development of relational behaviours might be developed in leaders of hierarchical teams such as incorporating relational behaviours as part of leader training and development.
• Specifying relational leader attributes in job descriptions for recruitment purposes.
Author(s)
Yeo, Gillian; Carpini, Joseph and Sinha, Ruchi
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Dilkash Parabia is a doctoral student in the Management & Organisations Department at the University of Western Australia and holds a Master's in Business Administration from Curtin University. Her previous research experience consisted of understanding the effectiveness of micro-breaks in the workplace to foster moments of creativity and recovery for working individuals. Currently, Dilkash's research interests are developing around employee well-being, leadership, and team dynamics. She also has over 6 years of professional work experience in the hospitality and higher education sectors working within marketing and recruitment teams.
