Differences in communication competence among administrator social styles

Abstract

This study examined the relationship between social style and communication competence. Results of a survey of 323 co‐workers of public school administrators revealed that administrators with highly responsive styles (expressive and amiable) were perceived as more competent than those low in responsiveness (driver and analytical) on versatility, social anxiety, self‐disclosure, empathy, and listening. No meaningful relationships were found between structural power and either style or communication competence. It was concluded that the claim of style “non‐evaluativeness” may be questionable, at least in terms of communication competence. Managers who exhibit non‐responsive social style may need to develop adaptive strategies to compensate for their lower competency ratings.