Abstract

Effective communication is the foundation of successful organizations. Motivating Language Theory proposes that leaders can strategically use direction-giving, empathetic, and meaning-making language types to positively influence employees. This research examined the effects of motivating language on employee work motivation and organizational commitment, and also examined whether leader behavioural integrity and credibility strengthens these relationships. A sample of 228 full-time employees completed an online questionnaire at 2 time points. Results showed that direction-giving, empathetic and meaning-making language have a positive effect on employee autonomous motivation and affective commitment. Direction-giving language had a positive effect on employee controlled motivation. In addition, empathetic language had a positive effect on employee normative commitment. The results also showed partial support for the strengthening effect of a leader’s behavioral integrity and credibility on the relationship between motivation language types and employee motivation and commitment. The theoretical implications of this research include an examination of the unique contribution of different motivating language types, an extension of Motivating Language Theory’s application on lesser understood employee outcomes, and establishes the moderating role of leader characteristics. For practitioners, motivating language offers an opportunity to train leaders on how to use language strategically to optimize employee outcomes.