Premium
The effects of leader motivating language on subordinate performance and satisfaction
Author(s) -
Rowley Mayfield Jacqueline,
Mayfield Milton Ray,
Kopf Jerry
Publication year - 1998
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/(sici)1099-050x(199823/24)37:3/4<235::aid-hrm6>3.0.co;2-x
Subject(s) - lisrel , job satisfaction , psychology , feeling , social psychology , productivity , structural equation modeling , computer science , economics , machine learning , macroeconomics
Abstract This article bridges theory and practice to show that superiors' use of Sullivan's (1988) “motivating language theory” correlates significantly with subordinates' performance and job satisfaction. In brief, Sullivan hypothesized that superiors' use of motivating language (including (1) perlocutionary or direction‐giving, (2) illocutionary or sharing feelings, and (3) locutionary or explaining culture) would have positive impact on key worker productivity and process outcomes including performance and job satisfaction. This theory was tested by the authors using a LISREL analysis and found to be true.