The Effects of Supervisors' Verbal Aggressiveness and Mentoring on Their Subordinates

Abstract

This study examined the association between supervisors' mentoring and verbal aggression and their subordinates' perceived communication satisfaction, job satisfaction, and organizational commitment. The findings of the 200 full-time working adults who participated in the study supported prior research indicating positive relationships between mentoring behaviors by supervisors and their subordinates' communication satisfaction, organizational commitment, and job satisfaction, and negative relationships between supervisors' verbal aggression and their subordinates' communication satisfaction, organizational commitment, and job satisfaction. Results of a regression analysis indicated that supervisors' verbal aggression was a greater negative predictor of subordinates' outcomes than was mentoring a positive predictor, supporting the presence of a negativity bias in the supervisor-subordinate relationship. Additionally, path analysis indicated that communication satisfaction fully mediated the relationship between supervisor mentoring and subordinate organizational commitment, whereas communication satisfaction served as a suppressor between mentoring and subordinate job satisfaction.

Managing Difficult Workplace Conversations

“…However, a search using alternative terms and conducted across multiple disciplines reveals much within the fields of human resources management, employment relations, organizational behavior, social psychology, applied linguistics, and communication science that has clear implications for the conduct of difficult conversations. For example, the literature pertaining to performance appraisal, performance management, workplace negotiation, and workplace conflict bears on some aspects of the topic (e.g., Brown, Hyatt, & Benson, 2010;Clifton, 2012;De Dreu & Gelfand, 2008;Deutsch, 1994), as does research into adverse interpersonal treatment in the workplace, including bullying, incivility, and aggression (Baron, 1988;Geddes & Baron, 1997;Madlock & Kennedy-Lightsey, 2010). Taken together, this literature makes clear that, while communication is a key determinant of conversations are likely to occur frequently and with potentially grave consequences (Meyer et al, 2009).…”

A Path Model of Workplace Solidarity, Satisfaction, Burnout, and Motivation

“…• • Be friendly; supervisors who are perceived as friendly are more likely to be perceived as mentors (Madlock & Kennedy-Lightsey, 2010).…”

Empirical investigation of a moderating and mediating variable in between mentoring and job performance: A structural model

“…Earlier studies have also recommended exploration of the moderating and mediating variables between mentoring and its outcomes (DuBois, Holloway, Valentin, & Cooper, 2002;Godshalk & Sosik, 2000;Jyoti & Sharma, 2015b). Previous researchers have revealed a positive impact of mentoring on quality of relationship (Lakind, Atkins, & Eddy, 2015;Langhout, Rhodes, & Osborne, 2004;Sandner, 2015), communication satisfaction (Madlock & Lightsey, 2010;Rowland, 2012), and personal learning (Lankau & Scandura, 2002;Pan et al, 2011). Further, Schunk and Mullen (2013) conceptualised that an integration of mentoring with self-regulated learning gives desired results, i.e., academic motivation, achievement, long-term productivity, and retention of individuals in the profession.…”