...ANALYSIS OF THE RELATIONSHIP BETWEEN SUPERVISOR LEADERSHIP STYLE AND SUBORDINATE JOB SATISFACTION by James D. Long A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University October 2004 UMI Number: 3147190 UMI Microform 3147190 Copyright 2005 by ProQuest Information and Learning Company. All rights reserved. This microform edition is protected against unauthorized copying under Title 17, United States Code. ProQuest Information and Learning Company 300 North Zeeb Road P.O. Box 1346 Ann Arbor, MI 48106-1346 © James Long, 2004 Abstract Within the healthcare industry, there is an issue of major significance that may result in inadequate levels of staffing to meet patient demand. It has been estimated that at the current rate, hospitals will be forced to function with a nursing vacancy rate of 20 % in the not-toodistant future. The purpose of this study is to determine the effect that leadership style has on the job satisfaction level of nurses. It has been indicated that job satisfaction levels negatively correlate with employee attrition rates (Vandenberghe, Stordeur, & D'hoore, 2002). Using the Multifactor Leadership Questionnaire (MLQ) 5X Short (revised) and the Abridged Job Descriptive Index/Abridged Job in General (AJDI/AJIG) psychometric assessments, nurses job satisfaction levels were compared to the leadership classification of their immediate supervisors. The data collected...
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...supervision: Supervisor perceptions of deep-level dissimilarity, relationship conflict and subordinate performance. Academy of Management Journal, 54, 279-294. I. Statement of the Problem a. Research Topic The topic is how to predict if and when abusive supervision will occur within a work environment. The topic explains how abusive supervision can cost up to $23 billion in extra health car, workplace withdrawal, and lost productivity. b. Research Problem As the title of the article suggests, supervisor perceptions of deep-level dissimilarity, relationship conflicts, and subordinate performance, are usually good indicators of when a supervisor is going to be abusive to a subordinate. The authors refer to the only three published studies that have investigated the possible seeds of abusive supervision. In all of them they have found that abusive supervision is a response to that supervisor’s perception of mistreatment done to them at their employment. This helped explain why some supervisors might be more inclined to use hostile management then others, but none of them really answer why supervisor seem to target certain individuals. c. Research Questions Certain questions asked were like “How much relationship tension is there between you and this employee?” or “What is your personal view of your subordinate in terms of his or her overall effectiveness?” questions were asked like this to try and get a complete overview of particular supervisor and their subordinate. II...
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...Introduction Often times the terms supervisor and leader are used interchangeably. However, in the field of policing they are very different indeed. Anyone can be given the title of a supervisor simply by scoring high enough on a promotional civil service exam and being promoted to a higher rank. To be given the honor of being called a leader you must have much more than book smarts. Effective leaders are often said to share in common traits like having the ability to articulate a vision, motivating others towards achieving said vision and using their people in a way that maximizes the outcome positively while minimizing their exposure to potential liabilities (Schafer, 2010). Supervisors complete their tasks by adhering to structure,...
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...Topic Identification: Supervisor-Subordinate Communication Chasity Stephens BUS 600: Management Communications with Technology Tools Prof. Raj Singh March 11, 2012 Supervisor-Subordinate Communication Supervisors fail daily. Why? There is a gross lack of effective communication to subordinates. What is the cause? Supervisors are not categorically trained in communication skills. Many were high achieving front-line workers, promoted on the merits of their day to day work. An outstanding hourly worker does not instantly evolve into a star supervisor overnight. Supervisory skills require cultivation and a deep understanding of the complexities involved with communicating to subordinates. This paper discusses communication in the various elements, principles, levels, barriers, and strategies. Improvement options will be presented to train and reward employees, strategically aligning supervisor-subordinate communications with overall organizational goals. Supervisor-subordinate communication is a delicate matter deserving an enormous amount of time, preparation, and execution. Clear, direct, and honest face-to-face communication is the one business tool most needed yet least trained. Solving the inefficiencies of supervisor-subordinate communication can be perceived as a monumental undertaking. It does not have to be. The first step understands that a problem exists. The next step is selecting a problem solving model to implement a strategy...
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...factors in dyadic relationships and interactions. The length of time a subordinate works for the same supervisor is key for the relationship between the supervisory leadership behavior and subordinates’ attitudes and behavior. Leadership characteristics will influence the subordinate characteristics versus the relationship between the leader and the follower. Studies recorded show that veteran nurses received less attention from the nurses which caused tension and reflect on the performance. Experience was measured by longevity in current position instead of how long the nurses had worked for head nurse. Obviously this study found that less experience subordinates needed more supervision from their supervisors (Mossholder, K. W., Niebuhr, R. E., & Norris, D. R., 1990). The longer the dyad work relationship between the leader and the follower, the follower becomes for efficient in job requirements, and the supervisor’s desires and standards. Over time the experience subordinates will need less supervision and may start feel like they are being managed to closely, which can cause grievances, nonattendance at work, and turnover. Long term dyadic interaction with supervisors, subordinates’ fulfillment and performance may not be influenced by the leaders’ behavior. Which is better for the leader and follower dyad relationship short term or long term? This paper will identify the study for the two important leadership outcome variables, subordinate job performance and...
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...Southern University Predictors of Abusive Supervision 2 In Predictors of Abusive Supervision: Supervisor Perceptions of Deep-Level Dissimilarity, Relationship Conflict, and Subordinate Performance, authors Tepper, Moss, and Duffy conduct a study on their hypothesis of predictors for supervisor abuse toward subordinates. Abusive supervision costs companies and the victims as much as 23.8 billion dollars a year in increased health care, employee turnover, and production loss. (Tepper, Moss, & Duffy, 2011) Using the moral exclusion theories of perceived dissimilarity of employees, conflicts with employees, and the usefulness of employees, as their base ideas, they also bring into their study the performance evaluations given to subordinates by their supervisors and how they relate to the other predictors. Although the authors focus on relationship conflict and low performance evaluations as the predictors of abuse, I propose that it is actually usefulness to the supervisor and perceived dissimilarity that leads relationship conflicts and low evaluations to occur. Tepper, Moss, & Duffy (2011) propose that perceived dissimilarity is not the cause of abusive behavior, but instead it is perceived relationship conflict and low performance evaluations that lead to perceived dissimilarity. The low performance evaluations are what cause most employees to report supervisor abuse, which include “undermining, public denigration, and explosive outbursts.” (Tepper et al.,2011...
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...(Rothstein, Craver, Schroeder, & Shoben, 1999). A relationship between a supervisor and subordinate presents some legal issues. Is the subordinate truly a consenting party? Will it result in favoritism? If an employee makes a claim, but one that is legally recognizable, it still has the effect of drawing the employer’s resources to investigate the claim and defend itself against it, even if it wins. If the elements support a legally recognizable claim, not only are there costs associated with defending the claim, but the employer may be found liable by a trier of fact and be subjected to an uncertain amount of damages. If the relationship is between co-workers, the prevailing legal issue is sexual harassment if and when the relationship should cease and one of the parties continues to pursue it against the other’s wishes. The conduct exhibited in pursuit of the relationship then becomes unwelcome. Let’s take a quick look at these individual scenarios. Consent is not a synonym for welcome. When ask whether the subordinate in a relationship with a supervisor is a consenting party, what is really meant and should be ask is whether the supervisor’s advances were welcomed and whether the subordinate’s continued consent was voluntary. A woman1 may consent to a sexual relationship, but not welcome it. In Meritor Savings Bank, the plaintiff had a sexual relationship with her supervisor for a number of years. The supervisor was a vice-president of the bank. The plaintiff was...
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...who sometimes sends inadvertent negative signals to my supervisor, peers, and subordinates. In doing so, I am losing some of my people with my accidental actions. In the upcoming year, I will perform a self-evaluation to understand how I react to certain situations. Therefore, when I reach my three-year period I will be conscious enough of my inadvertent actions to positively affect my communications skills. At the five-year mark, I will be able to show my subordinates and supervisors that my behaviors properly portray my intended message. As a leader, I want to be perceived as an NCO that notices my own strengths, weaknesses, and a master of my craft in interpersonal communication. Consequently, resulting in a more trusting relationship between my subordinates, peers, and...
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...A Case Analysis of the Employee Benefits Section 1. Facts of the Case Based on the given scenario, the following are the facts of the case bearing on the problem: a. Susan Benson * Hired as supervisor of the employee benefits section in a city government personnel department six (6) months ago * As supervisor, she has the authority and the legitimate power over the employees of the benefits section * She has had great difficulty getting employees to follow her orders which indicates that Ms. Benson is ineffective in leading her section * Had lost the respect of the personnel manager and that she can’t control the employees in her section b. Benefits section * Handles employee insurance, life insurance, retirement benefits, educational benefits, and worker compensation claims * It is composed of six (6) employees who have worked together for the past five (5) years and who have become a very close-knit cohesive group (strong task structure) who cooperate well with other city employees * Has an excellent reputation based on the few complaints it receives on how it handles employee benefits c. Sharon Garcia * The informal leader of the benefits section whom other employees look up for advice and assistance * As an informal leader, she has both power and influence, though she has no authority * Told other employees that Ms Benson did not understand the new procedures during the training session on the new procedures...
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...Consensual Relationship Agreement Zachery Jenkins BUS 520: Leadership and Organizational Jelena Vucetic 4/22/12 Consensual Relationship Agreements According to studies, about 80% of people have either been in or witnessed romantic relationships in their workplace (Loftus). Consensual Relationship Agreements or “Love Contracts” are guidelines and agreements between employer and employee on handling these workplace romances. The idea behind these contracts is to differentiate between what is actually an office romance, what is consensual, versus actions that are uninvited, such as sexual harassment. Now whether or not they are necessary or even effective depends on how you choose to analyze them. CRAs could deem themselves pretty useful in my current workplace. Full time employees work an average of 45 hours per week, which is a little over 26% of the entire week if broken down into a percentage. Spending over a quarter of your week in the same place, with the same people, both male and female, the possibility of attraction between two individuals involved will certainly increase. Since it’s nearly impossible to manage human nature, adopting policies and guidelines to accommodate these romances, would actually be fostering the mental psyche of the modern professional man and woman, and allowing them to work in more comfortable and secret-free environment. In the type of team environment that I work in, where each employee has to interact with another on a daily basis...
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...1) “LMX” Relationship What was the quality of your leader’s relationship with you? Think back to a job you held and recall your feelings toward your leader, or if currently employed use your supervisor. Please answer whether each item below was Mostly False or Mostly True for you. | |Mostly False |Mostly True | |1. |I very much liked my supervisor as a person. | | | |2. |My supervisor defended my work to people above him if I made a mistake. | | | |3. |The work I did for my supervisor went well beyond what was required. | | | |4. |I admired my supervisor’s professional knowledge and ability. | | | |5. |My supervisor was enjoyable to work with. | | | |6. |I applied extra effort to further the interests of my work group. | | | |7. |My supervisor championed my case to others in the organization. | | | |8. |I respected my supervisor’s management competence. ...
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...and its impacts on the followers' behavioral outcomes”. All three articles had themes related to job stressors which impacted motivational relationships between leaders and followers. The impacted motivational relationships in turn affected the ethical behaviors of leader engagements with subordinates. The distinction between the articles hinged on whether motivational interactions suffered due to ethical dilemmas (Selart and Johansen, 2011), or dynamic work demands (Mohr and Wolfram, 2010), or pressure to be an ethical role models (Ghahroodi et al. 2013). The authors accredited their study importance to recognizing and understanding how stress affects ethical leadership actions. Research Question Comparison Selart and Johansen (2011) considered how stressful conditions affected the behaviors of leaders and their decision making processes. The authors query was toward evaluating if stress affected leadership behaviors, did it also affect how the leader was motivating subordinates. They examined if manager stress inhibits manager ability to identify ethical dilemmas. Mohr and Wolfram (2010) were seeking to connect dynamic work stress to negative health of mangers. The authors specifically challenged whether low motivational support from supervisors negatively affected managers and caused strong irritation to their relationship. They sought to attach predictability to dynamic tasks and stress. Ghahroodi et al. (2013) questioned how the stress of maintaining ethical...
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...Florida 32306, United States d Department of Sociology, Criminal Justice, & Anthropology, Texas Christian University, Fort Worth, Texas 76129, United States e Department of Business Administration, National Chengchi University, Taipei 116, Taiwan f Department of Organizational Behavior and Human Resources, Lee Kong Chian School of Business, Singapore Management University, Singapore b a r t i c l e i n f o a b s t r a c t We conducted a two-study examination of relationships between abusive supervision and subordinates’ workplace deviance. Consistent with predictions derived from power/dependence theory, the results of a cross-sectional study with employees from three organizations suggest that abusive supervision is more strongly associated with subordinates’ organization deviance and supervisor-directed deviance when subordinates’ intention to quit is higher. The results also support the prediction that when intention to quit is higher, abusive supervision is more strongly associated with supervisor-directed deviance than with organization-directed deviance. These results...
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...Leadership in a Correctional Facility XXXX Columbia Southern University Abstract This research was focused on the utilization of leadership within law enforcement agencies and more specifically correctional facilities. Information related to leadership was gathered from different forms of media to include online sources as well as written text. The information utilized focused on several key areas of leadership. These areas were further investigated in an effort to better describe leadership methods that can be deployed within a correctional facility with the intent of increasing productivity and staff satisfaction. These key areas included exploring the difference between being a supervisor and a leader, expectations of both leaders and followers, setting the example, creating a common goal, empowering others, rewarding accomplishments as well as providing leadership succession planning for the organization. The results of this research showed that leadership is vital to the success of correctional facilities and that the time and expense required in developing leaders will result in a better operating facility. Leadership in a Correctional Facility Leadership vs. Supervision Dictionary.com defines leadership as “the position or function of a leader, a person who guides or directs a group; ability to lead; an act or instance of leading; guidance; direction; the leader of a group” (Dictionary.com, 2014). For the purposes of this paper the definition provided...
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...People are social beings. Our acquaintances beget both benefits and consequences. Interpersonal conflict arising from supervisors, colleagues, and client interactions is a form of stress commonly found at work (Kuhns, 2008). Recently, increasing interest has sparked research towards abusive supervision and its negative consequences. Empirical research has found that abusive supervision leads to increased turnover, less favorable attitudes, increased conflict between relationships, and lower in-role and extra-role behaviors (Tepper, 2000). Abusive supervision is a “subordinate’s perception of the extent to which their supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact” (Tepper, 2000, p. 178). It is considered a form of counterproductive workplace behavior which is opposite to the organization’s interests (Hoobler & Brass, 2006). Abusive supervision is perceptual in nature and based on an individual’s subjective assessment (Tepper, 2001). That is, some individuals may view their supervisor’s behavior as abusive in one situation and non abusive in another. Furthermore, two subordinates may differ in their assessment of a common supervisor’s actions. When confronted with abusive supervisory behaviors, subordinates may be unwilling to admit that they have experienced abusive supervision by their supervisors, while others may exaggerate their supervisor’s hostility. Abusive supervision has a downward influence effect...
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