The Words We Use Dictate the Organizational Culture
From the perspective of organizational leadership, the language we employ transcends mere communication; it actively shapes the culture of our workplaces. The words we choose influence behaviors, establish norms, and cultivate the environment in which employees operate. For business and organizational leaders, understanding the profound impact of language is crucial for building a thriving organizational culture.
Language functions not only as a vehicle for information but as a tool for meaning-making and relationship-building. Organizational culture, defined as the shared values, beliefs, and norms that influence the way employees think, feel, and behave, can be cultivated or undermined by the words leaders use on a daily basis.
According to a study published in the Academy of Management Journal, the linguistic style of leaders, particularly the use of inclusive and empowering language, has a statistically significant effect on employee morale, collaboration, and organizational identification.1
Consider the difference between a manager who says, “You need to do this,” versus one who says, “Let’s figure this out together.” The latter fosters collaboration, ownership, and psychological safety.
Amy Edmondson of Harvard Business School emphasizes that psychological safety, an environment where team members feel safe to take risks without fear of punishment, is one of the most critical elements of high-performing teams.2 Leaders create this safety, in part, through everyday conversations and the choice of words.
Moreover, internal language sets the tone for how employees perceive their roles. For example, Google famously rebranded its HR department as “People Operations,” signaling a shift from administrative function to strategic partner. This linguistic shift aligned with a deeper cultural investment in data-driven people management and employee experience.3
In diversity and inclusion efforts, the role of language becomes even more critical. Research from Deloitte shows that organizations with inclusive cultures are twice as likely to meet or exceed financial targets, three times more likely to be high-performing, and six times more likely to be innovative and agile.4 Language that acknowledges different identities, experiences, and perspectives helps reinforce inclusion and respect at all levels.
Additionally, a 2020 study in the Journal of Business Research found that the adoption of positive, emotionally intelligent language by leaders was strongly correlated with increased employee engagement and reduced turnover.5
Words like “appreciate,” “recognize,” and “support” are not trivial. They convey a culture of care, acknowledgment, and mutual respect.
The words we use in emails, meetings, memos, and even casual hallway chats carry weight. They either reinforce or contradict the values an organization claims to uphold. Leaders, therefore, must be intentional with their language, understanding that every word contributes to the ongoing story of the organization's culture.
How Leaders Should Tap The Power of Language
Language is broadly defined as "a system of conventional spoken, manual, or written symbols by means of which human beings, as members of a social group and participants in its culture, express themselves."6 It serves as a tool for communication, thought, identity formation, and social interaction.
From a linguistic perspective, language is also described as "a structured system of communication used by humans, based on speech and gesture (spoken language), sign (signed language), or writing (written language)" 7
Language serves as the foundation upon which organizational culture is built. It reflects and reinforces the values, beliefs, and behaviors that define an organization. By consciously selecting and utilizing specific language, leaders can steer their organizations toward desired cultural outcomes.
Communication for Cultural Transformation
It is well-established that leaders play a pivotal role in shaping organizational culture, and one of the most powerful tools they wield is communication. The words leaders choose, and how they speak to and about their teams, can inspire action, boost morale, and influence the very fabric of workplace dynamics.
This is not merely a matter of opinion. It is backed by decades of research in organizational communication. One of the most influential frameworks in this field is the Motivating Language Theory (MLT).
Motivating Language Theory is a research-based communication model that explains how leaders can strategically use language to enhance employee motivation, performance, and overall organizational effectiveness. Originally conceptualized by Jacqueline and Eric Eisenberg and later developed further by Sullivan and Parker in the 1990s, MLT identifies three core categories of leader language that have proven to drive employee engagement:
Motivating Language Theory has been validated by numerous studies in organizational communication. Research shows that when leaders effectively use motivating language:
Employee job satisfaction increases
Performance and productivity improve
Organizational commitment and engagement rise
Turnover intentions decrease
A study by Mayfield & Mayfield (2009) found that motivating language use by supervisors had a significant positive effect on employee performance and job satisfaction. 12
A more recent study (Men, R. L., & Bowen, S. A., 2017) supports the notion that leaders who consistently use motivating language create more trust and clarity, especially during times of change. 13
Leaders' Huge Responsibility
Leadership goes beyond crafting strategies and making decisions—it’s also about communication, both spoken and unspoken.
Globally, a growing body of research indicates that communication remains one of the most significant challenges for leaders. According to data, 69% of managers feel uncomfortable communicating with their team,14 while 84% of business leaders report that poor communication leads to inefficiency and stress in the workplace.15
Even more telling, 91% of employees believe their leaders lack essential communication skills, such as active listening and clear direction.16 These figures reflect a pressing challenge: leadership communication is not a soft skill. It's a critical and essential skill for leaders.
This responsibility goes beyond crafting powerful speeches or sending well-written emails. True leadership communication includes what we say, what we don't say, and how we behave. Silence, inconsistency, vague instructions, and missed opportunities for feedback—these are all unspoken messages that shape organizational culture just as much as verbal communication.
Leaders set the tone through both their words and their presence. When leaders neglect this responsibility, it creates gaps, confusion, distrust, and disengagement among their teams. But when leaders communicate with clarity, empathy, and purpose, they help build a culture where people feel seen, heard, and motivated.
The good news?Communication is a skill that can be learned, refined, and mastered. It begins with a growth mindset, the belief that we can improve through effort, self-awareness, and feedback. Let’s recognize the weight of our words, but also the silence between them.
Let’s strive to speak with intention, listen with compassion, and lead with consistency. As leaders, we hold the power to shape culture one conversation at a time. The journey toward better communication may be challenging, but the impact we can create is transformative—and entirely worth it.
ABOUT THE AUTHOR
Monica Molmisa is a Senior Editor and Vice President for Content Strategy of the Molmisa Point. She is the CEO of Molmisa Ventures Corporation and a seasoned speech-language pathologist, lecturer, and business communication trainer. Monica holds a BS in Speech Pathology from the University of the Philippines-Manila and a degree in Real Estate Management from iAcademy. She has served at The Medical City and Makati Medical Center and is currently a Special Lecturer at UP Manila. Monica also serves as the Treasurer of the Philippine Association of Speech-Language Pathologists (PASP).
Footnotes
1 Pennebaker, J. W., & Chung, C. K. (2011). Language analysis as a window into organizational culture. Academy of Management Journal, 54(3), 569–585. https://doi.org/10.5465/amj.2011.61968193
2 Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
3 Bock, L. (2015). Work Rules! Insights from Inside Google That Will Transform How You Live and Lead. Twelve.
4 Deloitte. (2017). Diversity and inclusion: The reality gap. Deloitte Insights. https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2017/diversity-and-inclusion-at-the-workplace.html
5 Men, L. R., & Bowen, S. A. (2020). Excellence in internal communication management. Journal of Business Research, 116, 648–658. https://doi.org/10.1016/j.jbusres.2020.01.003
6 Britannica. (n.d.). Language. Encyclopedia Britannica. Retrieved from https://www.britannica.com/topic/language
7 Crystal, D. (2003). The Cambridge Encyclopedia of the English Language (2nd ed.). Cambridge University Press.
8 Hennekam, S., Ladge, J., & Shymko, Y. (2019). Inclusivity in language: Constructing gender identities in the workplace. Human Relations, 72(4), 670–696. https://doi.org/10.1177/0018726718778094
9 Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
10 Deloitte. (2017). Diversity and Inclusion: The Reality Gap. Deloitte Insights. https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2017/diversity-and-inclusion-at-the-workplace.html
11 Men, L. R., & Bowen, S. A. (2020). Excellence in internal communication management. Journal of Business Research, 116, 648–658. https://doi.org/10.1016/j.jbusres.2020.01.003
12 Mayfield, J., & Mayfield, M. (2009). The role of leader motivating language in employee absenteeism. Journal of Business Communication, 46(4), 455–479. https://doi.org/10.1177/0021943609338665
13 Men, L. R., & Bowen, S. A. (2017). Excellence in internal communication management. Journal of Communication Management, 21(2), 115–133. https://doi.org/10.1108/JCOM-11-2016-0087
14 ZipDo. (n.d.). Leadership Statistics. Retrieved from https://zipdo.co/leadership-statistics
15 Benjamin Ball Associates. (n.d.). Leadership Communications Survey. Retrieved from https://benjaminball.com/blog/press-release-leaderhip-communications
16 Becoming Your Best. (n.d.). 15 Surprising Stats on Communication. Retrieved from https://www.becomingyourbest.com/project/15-surprising-stats-on-communication
The Words We Use Dictate the Organizational Culture
From the perspective of organizational leadership, the language we employ transcends mere communication; it actively shapes the culture of our workplaces. The words we choose influence behaviors, establish norms, and cultivate the environment in which employees operate. For business and organizational leaders, understanding the profound impact of language is crucial for building a thriving organizational culture.
Language functions not only as a vehicle for information but as a tool for meaning-making and relationship-building. Organizational culture, defined as the shared values, beliefs, and norms that influence the way employees think, feel, and behave, can be cultivated or undermined by the words leaders use on a daily basis.
According to a study published in the Academy of Management Journal, the linguistic style of leaders, particularly the use of inclusive and empowering language, has a statistically significant effect on employee morale, collaboration, and organizational identification.1
Consider the difference between a manager who says, “You need to do this,” versus one who says, “Let’s figure this out together.” The latter fosters collaboration, ownership, and psychological safety.
Amy Edmondson of Harvard Business School emphasizes that psychological safety, an environment where team members feel safe to take risks without fear of punishment, is one of the most critical elements of high-performing teams.2 Leaders create this safety, in part, through everyday conversations and the choice of words.
Moreover, internal language sets the tone for how employees perceive their roles. For example, Google famously rebranded its HR department as “People Operations,” signaling a shift from administrative function to strategic partner. This linguistic shift aligned with a deeper cultural investment in data-driven people management and employee experience.3
In diversity and inclusion efforts, the role of language becomes even more critical. Research from Deloitte shows that organizations with inclusive cultures are twice as likely to meet or exceed financial targets, three times more likely to be high-performing, and six times more likely to be innovative and agile.4 Language that acknowledges different identities, experiences, and perspectives helps reinforce inclusion and respect at all levels.
Additionally, a 2020 study in the Journal of Business Research found that the adoption of positive, emotionally intelligent language by leaders was strongly correlated with increased employee engagement and reduced turnover.5
Words like “appreciate,” “recognize,” and “support” are not trivial. They convey a culture of care, acknowledgment, and mutual respect.
The words we use in emails, meetings, memos, and even casual hallway chats carry weight. They either reinforce or contradict the values an organization claims to uphold. Leaders, therefore, must be intentional with their language, understanding that every word contributes to the ongoing story of the organization's culture.
How Leaders Should Tap The Power of Language
Language is broadly defined as "a system of conventional spoken, manual, or written symbols by means of which human beings, as members of a social group and participants in its culture, express themselves."6 It serves as a tool for communication, thought, identity formation, and social interaction.
From a linguistic perspective, language is also described as "a structured system of communication used by humans, based on speech and gesture (spoken language), sign (signed language), or writing (written language)" 7
Language serves as the foundation upon which organizational culture is built. It reflects and reinforces the values, beliefs, and behaviors that define an organization. By consciously selecting and utilizing specific language, leaders can steer their organizations toward desired cultural outcomes.
Communication for Cultural Transformation
It is well-established that leaders play a pivotal role in shaping organizational culture, and one of the most powerful tools they wield is communication. The words leaders choose, and how they speak to and about their teams, can inspire action, boost morale, and influence the very fabric of workplace dynamics.
This is not merely a matter of opinion. It is backed by decades of research in organizational communication. One of the most influential frameworks in this field is the Motivating Language Theory (MLT).
Motivating Language Theory is a research-based communication model that explains how leaders can strategically use language to enhance employee motivation, performance, and overall organizational effectiveness. Originally conceptualized by Jacqueline and Eric Eisenberg and later developed further by Sullivan and Parker in the 1990s, MLT identifies three core categories of leader language that have proven to drive employee engagement:
Leaders' Huge Responsibility
Leadership goes beyond crafting strategies and making decisions—it’s also about communication, both spoken and unspoken.
Globally, a growing body of research indicates that communication remains one of the most significant challenges for leaders. According to data, 69% of managers feel uncomfortable communicating with their team,14 while 84% of business leaders report that poor communication leads to inefficiency and stress in the workplace.15
Even more telling, 91% of employees believe their leaders lack essential communication skills, such as active listening and clear direction.16 These figures reflect a pressing challenge: leadership communication is not a soft skill. It's a critical and essential skill for leaders.
This responsibility goes beyond crafting powerful speeches or sending well-written emails. True leadership communication includes what we say, what we don't say, and how we behave. Silence, inconsistency, vague instructions, and missed opportunities for feedback—these are all unspoken messages that shape organizational culture just as much as verbal communication.
Leaders set the tone through both their words and their presence. When leaders neglect this responsibility, it creates gaps, confusion, distrust, and disengagement among their teams. But when leaders communicate with clarity, empathy, and purpose, they help build a culture where people feel seen, heard, and motivated.
The good news? Communication is a skill that can be learned, refined, and mastered. It begins with a growth mindset, the belief that we can improve through effort, self-awareness, and feedback. Let’s recognize the weight of our words, but also the silence between them.
Let’s strive to speak with intention, listen with compassion, and lead with consistency. As leaders, we hold the power to shape culture one conversation at a time. The journey toward better communication may be challenging, but the impact we can create is transformative—and entirely worth it.
Monica Molmisa is a Senior Editor and Vice President for Content Strategy of the Molmisa Point. She is the CEO of Molmisa Ventures Corporation and a seasoned speech-language pathologist, lecturer, and business communication trainer. Monica holds a BS in Speech Pathology from the University of the Philippines-Manila and a degree in Real Estate Management from iAcademy. She has served at The Medical City and Makati Medical Center and is currently a Special Lecturer at UP Manila. Monica also serves as the Treasurer of the Philippine Association of Speech-Language Pathologists (PASP).
Footnotes
1 Pennebaker, J. W., & Chung, C. K. (2011). Language analysis as a window into organizational culture. Academy of Management Journal, 54(3), 569–585. https://doi.org/10.5465/amj.2011.61968193
2 Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
3 Bock, L. (2015). Work Rules! Insights from Inside Google That Will Transform How You Live and Lead. Twelve.
4 Deloitte. (2017). Diversity and inclusion: The reality gap. Deloitte Insights. https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2017/diversity-and-inclusion-at-the-workplace.html
5 Men, L. R., & Bowen, S. A. (2020). Excellence in internal communication management. Journal of Business Research, 116, 648–658. https://doi.org/10.1016/j.jbusres.2020.01.003
6 Britannica. (n.d.). Language. Encyclopedia Britannica. Retrieved from https://www.britannica.com/topic/language
7 Crystal, D. (2003). The Cambridge Encyclopedia of the English Language (2nd ed.). Cambridge University Press.
8 Hennekam, S., Ladge, J., & Shymko, Y. (2019). Inclusivity in language: Constructing gender identities in the workplace. Human Relations, 72(4), 670–696. https://doi.org/10.1177/0018726718778094
9 Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
10 Deloitte. (2017). Diversity and Inclusion: The Reality Gap. Deloitte Insights. https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2017/diversity-and-inclusion-at-the-workplace.html
11 Men, L. R., & Bowen, S. A. (2020). Excellence in internal communication management. Journal of Business Research, 116, 648–658. https://doi.org/10.1016/j.jbusres.2020.01.003
12 Mayfield, J., & Mayfield, M. (2009). The role of leader motivating language in employee absenteeism. Journal of Business Communication, 46(4), 455–479. https://doi.org/10.1177/0021943609338665
13 Men, L. R., & Bowen, S. A. (2017). Excellence in internal communication management. Journal of Communication Management, 21(2), 115–133. https://doi.org/10.1108/JCOM-11-2016-0087
14 ZipDo. (n.d.). Leadership Statistics. Retrieved from https://zipdo.co/leadership-statistics
15 Benjamin Ball Associates. (n.d.). Leadership Communications Survey. Retrieved from https://benjaminball.com/blog/press-release-leaderhip-communications
16 Becoming Your Best. (n.d.). 15 Surprising Stats on Communication. Retrieved from https://www.becomingyourbest.com/project/15-surprising-stats-on-communication
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