1998
DOI: 10.1002/(sici)1099-050x(199823/24)37:3/4<235::aid-hrm6>3.0.co;2-x
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The effects of leader motivating language on subordinate performance and satisfaction
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Cited by 127 publications
(47 citation statements)
References 28 publications
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“…Both perceived interpersonal and informational justice were positively related to a leader’s use of motivating language. This is in line with previous studies that link motivating language with positive employee outcomes such as job satisfaction, performance, and intent to stay (Mayfield & Mayfield, 2007; Rowley Mayfield et al, 1998). Overall, this study’s investigated relationships show that leaders can strategically alter their speech to leave a positive impact on key employee outcomes such as perceived interactional justice.…”
Section: Discussionsupporting
confidence: 92%
“…Both perceived interpersonal and informational justice were positively related to a leader’s use of motivating language. This is in line with previous studies that link motivating language with positive employee outcomes such as job satisfaction, performance, and intent to stay (Mayfield & Mayfield, 2007; Rowley Mayfield et al, 1998). Overall, this study’s investigated relationships show that leaders can strategically alter their speech to leave a positive impact on key employee outcomes such as perceived interactional justice.…”
Section: Discussionsupporting
confidence: 92%
“…Most relevant for this study, several tests have shown motivating language to have a 0.352 correlation with follower job satisfaction-a construct related to but distinct from psychological safety Mayfield 2018f, 2018j). While not direct evidence for motivating language's effect on psychological safety, these findings give hints that motivating language influences psychological states with a close relation to the construct (Mayfield et al 1998;Mayfield and Mayfield 2002. Similarly, research has shown that motivating language has positive relationships with creative support, intrinsic motivation, and satisfaction with a supervisor-all positive work environment factors that should enhance a follower's feelings of psychological safety (Mayfield et al , 2015.…”
Section: Sullivanmentioning
confidence: 56%
“…Of particular interest to this study, J. Mayfield et al (1998) found a positive relationship between a leader’s use of ML and their subordinates’ job satisfaction in organizations located in the United States.…”
Section: Job Satisfactionmentioning
confidence: 85%
“…Of particular interest to this study, J. Mayfield et al (1998) found a positive relationship between a leader's use of ML and their subordinates' job satisfaction in organizations located in the United States. Furthermore, Madlock and Sexton (2015) found similar results in organizations in Mexico where there was a positive relationship between a leader's use of ML and their subordinates' job satisfaction.…”
Section: Job Satisfactionmentioning
confidence: 88%
