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

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  • Catharina Decker
  • Niels Van Quaquebeke

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

Suggested Citation

  • Catharina Decker & Niels Van Quaquebeke, 2015. "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, Springer, vol. 131(3), pages 543-556, October.
    • Handle: RePEc:kap:jbuset:v:131:y:2015:i:3:p:543-556
    DOI: 10.1007/s10551-014-2291-8
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    References listed on IDEAS

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    1. Evans, Martin G., 1985. "A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis," Organizational Behavior and Human Decision Processes, Elsevier, vol. 36(3), pages 305-323, December.
    2. Niels Quaquebeke & Sebastian Zenker & Tilman Eckloff, 2009. "Find Out How Much It Means to Me! The Importance of Interpersonal Respect in Work Values Compared to Perceived Organizational Practices," Journal of Business Ethics, Springer, vol. 89(3), pages 423-431, October.
    3. Niels Quaquebeke & Tilman Eckloff, 2010. "Defining Respectful Leadership: What It Is, How It Can Be Measured, and Another Glimpse at What It Is Related to," Journal of Business Ethics, Springer, vol. 91(3), pages 343-358, February.
    4. John Antonakis & Samuel Bendahan & Philippe Jacquart & Rafael Lalive, 2010. "On making causal claims : A review and recommendations," Post-Print hal-02313119, HAL.
    5. Mayer, David M. & Kuenzi, Maribeth & Greenbaum, Rebecca & Bardes, Mary & Salvador, Rommel (Bombie), 2009. "How low does ethical leadership flow? Test of a trickle-down model," Organizational Behavior and Human Decision Processes, Elsevier, vol. 108(1), pages 1-13, January.
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    Cited by:

    1. Zhou, Qin & Sacramento, Claudia & Martinaityte, Ieva, 2023. "Work meaningfulness and performance among healthcare professionals: The role of professional respect and participative management," Journal of Business Research, Elsevier, vol. 163(C).

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