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

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' selfdetermination 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.

Internalized equality and protest against injustice: The role of disadvantaged group members’ self‐respect in collective action tendencies

“…The first evidence pointing to this internalization process was demonstrated by research associating equality‐based respect with self‐humanization processes (Renger, Mommert, Renger & Simon, ), perceptions of personal autonomy (Renger et al, ), and self‐determination (Decker & Van Quaquebeke, ). Research has demonstrated that equality‐based respect can come from different sources including ingroups (Renger & Simon, ), outgroups (Simon, Mommert, & Renger, ), or more generally from individuals relevant in one’s life (Renger & Reese, ).…”

Respect in Buyer/Seller Relationships

“…To the extent that respect is an indicator of acceptance and belonging (Bartel et al, 2012;Sleebos et al, 2006), respectful relationships should also be more satisfying. Consistent with this notion, previous research has noted a positive link between respect and relationship satisfaction (Bitran & Hoech, 1990;Frei & Shaver, 2002;Winstead, 2000), as well as greater employee/job satisfaction (Decker & Van Quaquebeke, 2014).…”

Factors Influencing Performance Management of Non-Equity Joint Ventures in the Oil Sector

“…In the explored literature, various views of respect were explored. Some view respect as a genuine personal attitude of treating others equally and with dignity (Decker and Van Quaquebeke, 2015). Others view respect as the identification of mutual values or interests between one another (Clarke, 2011).…”

“…Employees or subordinates in an organisation would be inclined to follow someone perceived respectful or in a high regard (Decker and Van Quaquebeke, 2015). Hence, a manager's image and respect in the eyes of his/her subordinates, despite the JV organisational structure, is crucial for his/her influence over their performance and the performance of the joint venture.…”

“…Respect and trust are a reciprocated exchange between the manager and the subordinate (Clarke, 2011), allowing managers to exercise influence over employees (Northouse, 2004). As such, joint ventures would benefit from hiring managers, where employees can look up to (Decker and Van Quaquebeke, 2015) as leaders that promote the team and the performance of the joint venture (Adobor, 2004).…”