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JOURNAL OF LEADERSHIP, ACCOUNTABILITY AND ETHICS

An Analysis of Leader and Subordinate

Perception of Motivating Language

Author(s): Susan A. Simmons, William C. Sharbrough III

Citation: Susan A. Simmons, William C. Sharbrough III, (2013) "An Analysis of Leader and Subordinate Perception of Motivating Language," Journal of Leadership, Accountability and Ethics, Vol. 10, Iss. 3, pp. 11 - 27

Article Type: Research paper

Publisher: North American Business Press

Abstract:

A leader’s motivating language (ML)—i.e. uncertainty reduction, corporate culture explanation, and

expression of shared feelings—has the goal of bridging the distance between leader intent and employee

understanding to positively influence employee outcomes. This study explores the effects of supervisors’

ML on employees’ job satisfaction, perceived supervisor communication competence, communication

satisfaction, and perceived leader effectiveness for two groups: employees with supervisory roles and

those without supervisory roles. Multivariate data analysis results indicate that the influence of the three

forms of ML communication on key employee outcomes varies for those who hold supervisor positions

and those who do not.