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

Journal of Business Ethics · 2015 · Volume 131 · Issue 3

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 andN= 518) and an experimental scenario study (N= 107)—thus suggesting that perceived leader behavior needs to be complemented by leader standing.

Keywords

Horizontal respect, Intention to leave, Job satisfaction, Respect for the leader, Respectful leadership, Self-determination, Vertical respect

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