“Ongoing communication is the key. You need to keep persuading, keep acknowledging, keep the message coming…the other side of communication counts just as much: asking for feedback and listening attentively to the participants’ concerns and preferences.” (Kislik, 2008, p. 50)

Kislik, L. (2008). Surviving changing times. Multichannel Merchant 4(8), 50. Retrieved on September 16, 2008 from

“As with any human skills, interpersonal skills can be improved through conscious effort. To have a chance of being successful, every interpersonal contact must have an objective and every effort must be made to avoid creating win-lose transactions whenever possible.” (McConnell, 2004, p. 177)

McConnell, C. (2004, April). Interpersonal Skills. Health Care Manager, 23(2), 177-187. Retrieved August 23, 2008, from

“Even though external communication still remains the main focus in organizations, more and more organizations realize the importance of internal communication for increased organizational performance. As a result of this increased focus on internal communication, institutions and organizations now invest more and more resources in evaluating employee performance and providing opportunities for employee development.” (Asmuß, 2008, p.408)

Asmuß, B. (2008). Performance appraisal interviews. Journal of Business Communications. 45(4), 408-429. Retrieved September 18, 2008 from

29. "Let no unwholesome word proceed from your mouth, but only such a word as is good for edification according to the need of the moment, so that it will give grace to those who hear."

Ephesians 4:29. The Bible.

“Sharing honest self-assessments and appraisals of one another through 360-degree feedback can help members achieve interpersonal congruence. When thoughtfully gathered and exchanged, such information can open the lines of communication on topics that are usually off-limits precisely because they are uncomfortable to discuss. Members can correct colleagues’ inaccurate perceptions, learn where their own judgments of others may be skewed, and adjust their behaviors and self-assessments.” (Polzer, 2008, p. 21)

Polzer, J.T. (2008). Making diverse teams click. Harvard Business Review, p. 21, Retrieved October 25, 2008, from

“Consideration is the degree to which a leader shows concern and respect for followers. Initiating structure is the degree to which a leader defines and organizes his role and roles of followers, is oriented toward goal attainment and establishes well defined patterns and channels of communication. Consideration and initiating structure…[are] the most robust of leadership concepts.” (Judge, Piccolo, & Ilies, 2004, p.36)

Judge, T. A., Piccolo, R. F., &Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology. 89(1), 36-51. Retrieved October 15, 2008, from

“The ideology of "taking charge", "taking control" and "dictating how it's going to be" in my opinion will not make you a leader. These methods only offer one-way communication, basically the 'bully" approach. They certainly lack the intellect, understanding and finesse required to communicate at the employee, management and/or political level.” (Reidenbach, 2008, p. 4)

Reidenbach, J. (2008). Core qualifications for operational success. Supervision 69(7), 3-6. Retrieved November 6, 2008, from

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