Unleashing Aspirational Capital: Sparking Innovation and Engagement Through Communication

Abstract

This theory chapter considers an emerging stream of research rarely employed in management contexts—aspirational capital—and argues the relevance of this scholarship to business. Aspirational capital is the capacity to sustain hope for the future despite confronting significant obstacles. By sharing insights from the existing scholarship on this form of social capital, this chapter demonstrates its relevance to business and hypothesizes how organizations might leverage this knowledge to improve employee engagement and innovation. In attempting to improve employee engagement, many business leaders and commentators have focused on tactics such as increasing flexibility around where and when managers expect employees to work. While nothing is wrong with testing hypotheses about which actions might be effective, this chapter argues there is a more profound question about the underlying motivations driving employee attitudes and behaviors that leaders should address. When people join an organization, they bring aspirational capital with them as they enter the company’s doors. How leaders and team members communicate with one another is critical for unleashing aspirational capital. Communication involves not only speaking and other channels people use to signal meaning, but also inquiry, listening, and ongoing dialog.