Harmony in Political Discourse? The Impact of High-Quality Listening on Speakers' Perceptions Following Political Conversations

Abstract Listening and perceived responsiveness evoke a sense of interpersonal connection that benefits individuals and groups and is relevant to almost every field in Psychology, Management, Education, Communication, and Health, to name a few. In this paper, we, researchers who have devoted their careers to studying listening (first author) and perceived responsiveness (second author), address the necessity of integrating the two constructs. Moreover, we offer several questions for future research that we believe are crucial to produce a more profound and comprehensive understanding of this important process. These research questions include empirical issues, cross-cultural and inter-racial interactions, age differences, the emergence of new technologies, and opportunities to bridge political, ethnic, and social divides. By highlighting the undeniable impact of listening and perceived responsiveness on interpersonal connection across diverse domains, we emphasize the need to integrate these constructs in future research. Our proposed set of eight pivotal research questions is intended as a starting point for gaining a deeper and more holistic understanding of this critical study area while building a strong empirical foundation for interventions. By addressing these questions, we can foster meaningful advances that have the potential to bridge gaps, improve relationships, and enhance the well-being of individuals and communities alike.

Healthcare professionals routinely work under conditions that make high emotional and physical demands. Identifying workplace resources that mitigate burnout and reduce turnover intentions is crucial for maintaining workforce stability during crises. Drawing on the Job Demands-Resources model, this study tested whether (a) healthcare workers who perceive their managers as highquality listeners would report lower turnover intentions, and (b) this protective effect would be especially pronounced among employees experiencing high emotional exhaustion. Methods: A total of 329 Israeli healthcare professionals, including physicians (n = 96), nurses (n = 103), and support staff (n = 130), completed validated measures of managers’ listening quality, emotional exhaustion, social support, negative affect, and turnover intentions during the COVID-19 lockdowns. Results: Managers’ listening quality predicted lower turnover intentions, supporting Hypothesis 1. This effect was significant for employees with high, but not low, emotional exhaustion, supporting Hypothesis 2. Subgroup analyses indicated that associations between managerial listening and turnover intentions were consistent across physicians, nurses, and other staff, with no significant subgroup differences. Conclusion: Managers’ listening quality emerged as a critical relational resource in healthcare settings, particularly under high strain. High-quality listening may help buffer the negative effects of emotional exhaustion and reduce turnover intentions. Practical interventions that enhance managers’ listening skills could therefore serve as a low-cost strategy to support staff well-being and retention during crises. Because this study used a cross-sectional design, causal relationships cannot be inferred, and future longitudinal and intervention studies are needed to confirm the protective role of managerial listening over time. Plain Language Summary: Healthcare workers face intense emotional and physical demands, especially during crises like the COVID-19 pandemic. This can lead to emotional exhaustion and a strong desire to leave their jobs, threatening healthcare systems’ stability. Our study looked at whether the quality of listening by healthcare managers could help reduce these turnover intentions. We surveyed 329 healthcare professionals in Israel, including doctors, nurses, and support staff, during the COVID-19 lockdowns. Participants reported how well they felt their managers listened to them, how emotionally exhausted they were, and whether they intended to leave their jobs. The results showed that when employees felt their managers listened carefully and empathetically, they were less likely to want to quit. This effect was strongest among those who were highly emotionally exhausted. In other words, good listening by managers helped especially those struggling the most. These findings highlight the important role that managers’ listening plays in supporting healthcare staff’s emotional well-being and retention. Listening is more than just a communication skill; it is a relational resource that makes employees feel valued and understood. Improving managers’ listening skills could be a practical, lowcost way to help healthcare workers cope with stress and reduce staff turnover, which is critical during challenging times.