Gender,leadership style,and subordinate satisfaction: An experiment

As women continue to enter and advance within management ranks, how gender and leadership style influence subordinate satisfaction remains a significant issue. This paper reports on an experiment that analyzed the effects of gender and leadership style on subordinate satisfaction. While subjects were more satisfied in democratically led groups, gender of leader did not significantly affect satisfaction. Female subordinates were more dissatisfied than males in autocratically led groups.     

Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations

Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice are discussed.     

Sex of leader,leader behavior,and subordinate satisfaction

A 2×2×2 factorial design was employed to examine the influence of instructed leadership style, sex of leader, and sex of followers on leader behavior, subordinate satisfaction, and productivity in a simple task. In general, male and female leaders were equally able and equally willing to display autocratic and democratic leadership styles if so instructed. Similarly, leader sex did not have a significant influence on subordinate satisfaction or productivity either by itself or in interaction with leadership style or follower sex.     

Relations between life satisfaction, adjustment to illness, and emotional distress in a sample of men with ischemic cardiopathy

Fifty-two men who had suffered a first episode ischemic heart disease reported their degree of life satisfaction, the strategies they used to adjust to the illness, and the symptoms of anxiety and depression they felt. The multiple regression analyses carried out indicated that emotional distress was associated with a lower level of life satisfaction. In the analyses of anxiety symptoms, the use of negative adjustment strategies was also a significant predictor. Lastly, a significant Life Satisfaction x Type of Adjustment interaction was obtained. According to this, the patients who felt more satisfaction with their lives used more positive strategies to adjust to the illness and fewer negative ones, than the group of patients who were less satisfied. In conclusion, life satisfaction predicts emotional wellbeing of patients with ischemic heart disease and it enhances the implementation of appropriate strategies to cope with the disease. Moreover, although life satisfaction has been considered a stable measure, we suggest it may change as the experience of illness limits individuals' important goals.     

Relations and effects of transformational leadership: a comparative analysis with traditional leadership styles

This study has two main goals: (a) to compare the relationship between transformational leadership and other important leadership styles (i.e., democratic versus autocratic or relations- and task-oriented leadership) and (b) to compare the effects of transformational leadership and the other styles on some important organizational outcomes such as employees' satisfaction and performance. For this purpose, a sample of 147 participants, working in 35 various work-teams, was used. Results show high correlations between transformational leadership, relations-oriented, democratic, and task-oriented leadership. On the other hand, according to the literature, transformational leadership, especially high levels, significantly increases the percentage of variance accounted for by other leadership styles in relevant organizational outcome variables (subordinates' performance, satisfaction and extra effort).     

An exploration of leadership in a medical mutual help organization

Studied 45 current leaders of local chapters of a medical mutual help organization. Cluster analysis of variables depicting routes to leadership produced six clusters: Health Professionals with a Mission, Connected Health Professionals, Career Leaders, Grass-roots Founders, Connected Grass-roots Leaders, and Obligated Veterans. These clusters differed on criterion measures of burnout, hardiness, and perceived obligation to continue as a leader, e.g., Connected Health Professionals and Career Leaders were less burned out, more hardy, and perceived less of an obligation to continue in the leadership role than Health Professionals with a Mission. In terms of leadership activities, Help Provision and Advocacy constituted less than one fifth of all activities but were rated as most rewarding. In contrast, the activities that made up the bulk of leaders' work--building membership, system maintenance, and organizational growth--were not rated as particularly rewarding. Results are discussed in the context of research directions and practice.     

The relationship between abusive supervision,distributive justice and job satisfaction: A substitutes for leadership approach

IntroductionRecently, interest in abusive supervision has grown (Tepper, 2007). However, little is still known about organizational factors that can reduce the adverse effects of abusive supervision.ObjectiveBased on a substitute for leadership perspective (Kerr & Jermier, 1978), we predict that job resources adequacy and role clarity act as buffers in the negative relationship between abusive supervision, distributive justice and job satisfaction.MethodA sample of 253 employees from a City Hall was used to test our hypotheses.ResultsWe found that abusive supervision was significant and negatively related to distributive justice when job resources adequacy and role clarity were low, but not when job resources adequacy and role clarity were high, with consequences for job satisfaction.ConclusionsThese findings suggest that job resources adequacy and role clarity can reduce the negative impact of abusive supervision, which then lessens distributive unfairness perceptions and job dissatisfaction.     

Transformational leadership,diversity climate,and job satisfaction in selected South African companies

This study investigated the relationship between transformational leadership, diversity climate, and job satisfaction in a selection of South African companies. Participants were a convenience sample of 263 employees from the Gauteng Province (white?=?69.3%). They completed measures for transformational leadership, diversity climate, and job satisfaction. Structural Equation Modelling analysis revealed transformational leadership to directly predict job satisfaction and diversity climate, and to mediate the relationship between transformational leadership and job satisfaction. Moreover, transformational leadership directly and positively predicted quality of workplace diversity climate. Future leaders and managers should leverage an organisation’s diversity climate for job satisfaction applying transformational leadership strategies.     

Athlete leadership dispersion and satisfaction in interactive sport teams

ObjectiveAthlete leadership on sport teams can be represented by an individual occupying a formal or informal leadership role within a team who influences a group of team members to achieve a common goal [Loughead, Hardy, & Eys, (2006). The nature of athlete leadership. Journal of Sport Behavior, 29, 142–158]. Previous research has suggested that individuals involved in sport view the presence of athlete leaders as a crucial component to the effective functioning of the team [Glenn & Horn, (1993) Psychological and personal predictors of leadership behavior in female soccer athletes. Journal Applied of Sport psychology, 5, 17–34]. The purpose of the present study was to examine, at both the beginning and end of a competitive season, the relationship between individual perceptions of athlete leader dispersion across three types of leadership functions (i.e., task, social, external) and satisfaction.MethodParticipants included 218 intercollegiate athletes from a variety of interactive team sports. At the beginning and end of their competitive seasons, athletes indicated who the task, social, and external leaders were on their respective teams and responded to four dimensions of the Athlete Satisfaction Questionnaire [Riemer & Chelladurai, (1998) Development of the Athlete Satisfaction Questionnaire (ASQ). Journal of Sport and Exercise Psychology, 20, 127–156].ResultsThose who perceived all three leadership functions to be represented to the same degree (i.e., higher number of leaders for all three functions, an average number of leaders for all three functions, or a lower number of leaders for all three functions) were more satisfied with their team's performance and degree to which the team was integrated than those individuals who perceived an imbalance in the number of athletes engaging in those functions.ConclusionThe relative number of leaders within sport groups is related to individual perceptions of satisfaction.     

Manager behavior, leadership style, and subordinate performance: An empirical extension of the Vroom-Yetton conflict rule

This paper shows that there is a critical level of conflict legitimization behavior by a manager, above (below) which the relationship between subordinate performance and the use of group decision methods to resolve conflict is positive (negative). The subjects are 89 managers and 358 of their subordinates.     

Authentic leadership,psychological capital,job satisfaction and intention to leave in state-owned enterprises

This study investigated the relations among authentic leadership, psychological capital, job satisfaction and intention to leave within state-owned enterprises in Namibia. Participants were a convenience sample of 452 employees (females?=?49.6%, mean age?=?37.36, SD?=?8.57) state-owned enterprises in Namibia. They completed the Authentic Leadership Questionnaire, Psychological Capital Questionnaire, Job Satisfaction Questionnaire and Turnover Intention Scale. Structural equation modelling was utilised to investigate the relations among authentic leadership, psychological capital, job satisfaction and intention to leave. The findings indicated that authentic leadership was positively associated with psychological capital (i.e. experiences of hope, optimism, self-efficacy and resilience) and job satisfaction. Authentic leadership affected job satisfaction indirectly via psychological capital. Psychological capital had a medium to large indirect effect on employees' intentions to leave. The findings suggest that authentic leadership and psychological capital explain job satisfaction and retention of employees in state-owned enterprises.     

Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance

Using a predominantly male research and development (R&D) sample and a predominantly female customer service personnel sample, we investigated how authoritarian and benevolent leadership styles interact with leader gender to influence subordinate performance (i.e., task performance, citizenship behavior, and creativity). Our research extends role congruity theory (Eagly & Karau, 2002) by adopting  and  attribution principles to offer a more comprehensive framework for explaining how leader gender affects the impact of leadership styles on subordinate performance. Our results suggest that the negative relationship between authoritarian leadership and subordinate performance is stronger for female than for male leaders and that the positive relationship between benevolent leadership and subordinate performance is stronger for male than for female leaders. Accordingly, in addition to leaders’ engaging in gender-role congruent behaviors, a useful strategy is to adopt behaviors that are perceived as a positive deviation from their gender role.     

The association between ethnic congruence in the supervisor‐subordinate dyad and subordinate organizational position and salary

We used a large field sample (N=32,854) to test popular press claims and propositions from relational demography theory that the ethnic congruence of the supervisor‐subordinate dyad is associated with positive employee outcomes. Results indicate that ethnic congruence was positively associated with subordinates' level in the organization and salary. These relationships were moderated by type of compensation system, such that the effects were stronger in merit‐based than in tenure‐based systems. In addition, the extent of the relationship between supervisor‐subordinate congruence differed by ethnic group, supporting previous research that suggests examining unique outcomes by ethnicity. However, although statistically significant, effect sizes were generally smaller than anticipated and implied in the popular press. Practical implications of these findings are discussed.     

Body size perception and body satisfaction in restrained and unrestrained eaters.

In 21 restrained and 20 unrestrained eaters body size perception was measured using the video distortion technique (VDT), the image marking procedure (IMP) and the kinesthetic size estimating apparatus (KSEA). Body satisfaction was assessed by questionnaires (Body Shape Questionnaire, Dieting scale of the Eating Attitudes Test). Restrained eaters showed no systematic over- or underestimation of the body size but less perceptual accuracy (in VDT and KSEA). Furthermore, they were clearly more dissatisfied with their bodies than unrestrained eaters. Both findings were unrelated to each other. In both groups depressive mood or thoughts seemed to be associated with body dissatisfaction but not with body size misperception. Objective body measures (body mass index, body fat content) were not related to either body size perception or body satisfaction. The findings suggest that a perceptual uncertainty in regard to body size (either for visual or for somatosensory aspects) has already developed in restrained eaters, which may constitute a predisposition for more overt forms of body size misperception as found in eating disorder patients.     

Women's body satisfaction at midlife and lifetime body size: a prospective study.

The relationship between past body size and current body dissatisfaction among 933 middle-aged women from a prospective birth cohort study was examined. Women provided self-report data on weight esteem at age 54. Height and weight data were collected at ages 7, 11, 15, 20, 26, 36, 43, and 54. Data on reproductive variables were also collected prospectively. Hierarchical linear modeling and multiple regression analyses were used. Women who were dissatisfied at midlife were heavier at age 7 and showed a more rapid increase in body mass index with age. A late menarche, being postmenopausal, and having started hormone replacement therapy before menopause were associated with less dissatisfaction. Attention to these factors across the life span is necessary to understand body dissatisfaction in women at midlife.