The Situational Theory of Listening

Although listening and leadership are both recognized as relational and behavioral processes, their theoretical developments have largely occurred on separate pathways. This paper integrates these domains by proposing a Situational Theory of Listening, paralleling established situational and contingency theories of leadership. Drawing on the four listening styles from the Listening Styles Profile – Revised (task-oriented, critical, relational, and analytical), the theory posits that listening effectiveness depends on the alignment between the listener’s employed listening style (ELS) and the situational context. In our model, ELS is influenced by three antecedents: listening style disposition, situational factors, and listening style efficacy. We theorize that, when listeners choose to employ listening styles that match situational demands, and they are competent in the chosen listening style, it results in listening effectiveness, which should maximize several workplace outcomes. The theory focuses mainly on listening (versus communication more generally), and on interpersonal (rather than organizational) listening. The proposed theory is descriptive, prescriptive, and developmental, emphasizing that listening style competency and the ability to select the appropriate style are learnable skills. By framing listening as a situationally contingent process, this paper advances theory, research, and practice on how individuals can adapt their listening behaviors to achieve more effective outcomes.