This study investigates the effects of hierarchical differences on mediation satisfaction in e-supported mediations compared to face-to-face mediations. Specifically, we compare face-to-face mediations and mediations in which an online intake is used before the joint face-to-face session (hybrid types of mediation). We assume that the use of an online intake before the joint mediation mitigates the effects of hierarchy on parties' satisfaction with the mediation. To test our hypotheses, we use data from real mediation cases dealing with hierarchical labor conflicts in the Netherlands. In line with our hypothesis, results show that supervisors feel more satisfied with the mediation when involved in a face-to-face mediation, but subordinates and supervisors feel equally satisfied when an online intake is used before the mediation. Implications for mediation theory and practice are discussed.Organizations are usually characterized by hierarchy, the most common form of social organization (Halevy, Chou, & Galinsky, 2011;. Consequently, a substantial part of organizational conflicts can be labeled as hierarchical conflicts (Rahim, 2001). The occupation of a certain hierarchical position is usually tied with an unequal distribution of formal power and asymmetric control over valued resources (Ridgeway, 2001;Van de Vliert, Euwema, & Huismans, 1995) and transforms how people construe and approach the world (Anderson & Berdahl, 2002;Fitness, 2000;Guinote, 2007;Keltner, Gruenfeld, & Anderson, 2003). Whereas the world of subordinates is filled with real and psychological shackles, supervisors feel free to behave as they like (Fast, Gruenfeld, Sivanathan, & Galinsky, 2009). Supervisors are less sensitive for external factors, compared with subordinates, if these factors are not directly instrumental for supervisors to accomplish their goals (Hollander, 1958). Once established, the effects of hierarchy persist through various self-reinforcing psychological and interpersonal mechanisms (Jost, Banaji, & Nosek, 2004;.Such hierarchy effects have also been shown to impact negotiations (e.g., De Dreu & Van Kleef, 2004;Kim, Pinkley, & Fragale, 2005;Van Kleef, De Dreu, Pietroni, & Manstead, 2006), conflict (e.g., de Reuver, 2006Fitness, 2000;Kabanoff, 1991), and mediation (e.g., Bollen, Euwema, &M€ uller, 2010;Bollen, Ittner, & Euwema, 2012). For example, Bollen et al. (2010 indicate that hierarchy affects parties' perceptions and evaluations of mediation in labor conflicts, with subordinates perceiving the mediation significantly more negative than supervisors. As mediation aims for a win-win solution that satisfies parties to a similar extent, the appropriateness of mediation for hierarchical labor conflicts can be questioned (see Agusti-Panareda, 2004;Gewurz, 2001). In this article, we identify a form of mediationNegotiation and Conflict Management Research