Getting Respect from a Boss You Respect: How Different Types of Respect Interact to Explain Subordinates’ Job Satisfaction as Mediated by Self-Determination

Catharina Decker () and Niels Van Quaquebeke ()

Journal of Business Ethics, 2015, vol. 131, issue 3, 543-556

Abstract: Interpersonal respect can be differentiated into two kinds: (1) horizontal respect, i.e. treating someone with dignity; and (2) vertical respect, i.e. genuinely honoring someone’s merits. With the present research, we draw on motivation theory to explore their interplay in leadership relations. Specifically, we argue for a moderated mediation hypothesis in that (a) leaders’ horizontal respect for their subordinates fundamentally speaks to subordinates’ self-determination and (b) that the message of respectful leadership is enhanced by the vertical respect subordinates have for their leaders. As a result, subordinates are more satisfied with their jobs, which should also show in a decreased willingness to leave. The proposed model was supported in two survey studies (N = 391 and N = 518) and an experimental scenario study (N = 107)—thus suggesting that perceived leader behavior needs to be complemented by leader standing. Copyright Springer Science+Business Media Dordrecht 2015

Keywords: Horizontal respect; Intention to leave; Job satisfaction; Respect for the leader; Respectful leadership; Self-determination; Vertical respect (search for similar items in EconPapers)
Date: 2015
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DOI: 10.1007/s10551-014-2291-8

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