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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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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.

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  1. RespectResearchGroup, University of Hamburg, Rothenbaumchaussee 34, 20148, Hamburg, Germany

    Catharina Decker

  2. Management & Economics, Kühne Logistics University, Grosser Grasbrook 17, 20457, Hamburg, Germany

    Niels Van Quaquebeke

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  1. Catharina Decker
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  2. Niels Van Quaquebeke
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Correspondence to Niels Van Quaquebeke.

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Decker, C., Van Quaquebeke, N. Getting Respect from a Boss You Respect: How Different Types of Respect Interact to Explain Subordinates’ Job Satisfaction as Mediated by Self-Determination. J Bus Ethics 131, 543–556 (2015). https://doi.org/10.1007/s10551-014-2291-8

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