Objectives
This study aims to explore relevant leadership models that factor in the impact of nonverbal cues on perception of good leadership, to find which leadership qualities are perceived from which nonverbal behaviors, to and to propose what changes should be done to make recommendations for leadership development practice.
Summary
This empirical study was conducted with qualitative interview. The interview was administered to five participants who are U.S employees working in different industries, and who answered all of fifteen questions, which are mostly open ended questions. All fifteen questions are developed based on theories in literature review, and formulated with the structure of the theoretical framework in mind.
Conclusions
Nonverbal behaviors influence the way employees judge their leaders’ leadership qualities. Specifically, employees actively look for top qualities, which can be shown through several specific nonverbal cues. Overall, leaders’ ability to decode nonverbal signals is to some extent important for both their performance and ratings from employees, and it is suggested that there seems to be a connection between that ability and leaders’ chance of being promoted. Regarding current situation of firms in the interview, there seems to be a lack of training in nonverbal communication for leaders
