The MIP-G model suggests that teams operate as information processors, driven by two orthogonal motivational forces: epistemic factor and social factor (Bechtoldt et al., 2010; De Dreu et al., 2008). The epistemic motivational factor regulates how deeply teams search for and process information (De Dreu et al., 2008) and is closely associated with... See more

For leaders, by stating messages indirectly, they are better to address sensitive issues, avoid direct confrontation or create space for subordinates' initiative and independent thinking (Davenport & Leitch, 2005; Eisenberg, 1984; Hwang, 1987).

predominantly advocates direct communication, characterized by explicit and clearly articulated messages, as a key determinant of leader effectiveness

define indirect communication as a communication style wherein the speaker conveys meaning using implicit, abstract, vague or subtle words, rather than via explicit, clearly coded, transmitted part of the message (Adair et al., 2016; Hall, 1977; Holtgraves, 1997).

leader indirect communication encourages teams' active engagement in information exchange and reflection.

As team-based structures become increasingly common in modern organizations (Schwartz et al., 2019), and along with their unique characteristics involving knowledge-intensive tasks and interdependent activities that require collective interpretation, problem-solving and continuous adaptation (Schippers et al., 2017; West, 2000), leader indirect... See more

In the MIP-G model, a team's social motivational factor reflects whether its members operate with a more prosocial or pro-self stance, which shapes how this team processes information (De Dreu et al., 2008; De Dreu & Beersma, 2010). When prosocial motivation prevails within a team, members work towards collective goals and tend to process... See more

social information processing theory (Salancik & Pfeffer, 1978)

Hall's (1977) foundational work on communication