How employees see the boss: Test of an argumentative and affirming model of supervisors' communicative behavior

Dominic A. Infante · William I. Gorden

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Job Satisfaction and Organizational Behavior Employee Performance and Management Communication Studies and Media

Abstract

A model of supervisors’ communicative behavior from the subordinate's perspective is explored in this study. The model is derived from previous research that suggests freedom of expression and self‐concept affirmation are important needs which employees want satisfied in the organizational situation. The communication traits of supervisors posited as instrumental to these needs being satisfied are argumentativeness and affirming style (composed of relaxed, friendly, attentive, and low verbal aggressiveness). A study of 216 subordinates is reported that tests a hypothesis about which perceived supervisory styles are associated with the least and the most subordinates’ satisfaction and organizational commitment. The results generally supported the model. Verbal aggressiveness was found to be especially potent in explaining variability in satisfaction with superiors. An emphasis on verbal aggressiveness in future organizational communication research is suggested, along with continued attention to the role of dialectic in the communication between superiors and subordinates.

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References

1981Culture's Consequences: International Differences in Work-Related Values 1983Culture's Consequences: International Differences in Work-Related Values.1979The measurement of organizational commitment 1970Exit, Voice, and Loyalty 1988Handbook of Organizational Communication.1981Communication Yearbook 3 1986PARTICIPATION, SATISFACTION, AND PRODUCTIVITY: A META-ANALYTIC REVIEW.1986Verbal aggressiveness: An interpersonal model and measure

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