Bob Everson

Managerial Communication Styles as Predictors of Employee Job Satisfaction: A Mixed-Methods Study

Introduction

Managerial communication styles as predictors of employee job satisfaction: a mixed-methods study. Managerial communication styles predict employee job satisfaction. This mixed-methods study shows assertive communication boosts satisfaction, while passive/manipulative styles hinder it. Improve retention & performance.

Abstract

This mixed-methods study explores how managerial communication styles shape employee job satisfaction. Five communication styles: assertive, manipulative, passive, aggressive, and passive-aggressive were explored through quantitative survey data (n = 138) and qualitative interviews (n = 20) with managers and employees from organizations across Hawaii and the mainland United States. Grounded in Leader-Member Exchange (LMX) theory, Face Negotiation Theory (FNT), and Self-Construal Theory, the research contextualizes communication styles within workplace relationships. Findings show that assertive communication strongly enhances job satisfaction, while passive, manipulative, and passive-aggressive styles reduce it. Interview themes highlight the value of clarity, openness, and supportive leadership in fostering satisfaction. As an exploratory study using convenience sampling, results are not broadly generalizable but point to important implications. Organizations aiming to strengthen retention, motivation, and performance should prioritize training in assertive and inclusive communication. By treating communication styles as direct predictors of satisfaction, rather than mediators, this research offers new insights. The mixed-methods design further enriches understanding of how communication influences employee attitudes and workplace outcomes.

Review

This mixed-methods study effectively explores the crucial link between managerial communication styles and employee job satisfaction, a topic of significant relevance for organizational health and performance. The research investigates five specific communication styles—assertive, manipulative, passive, aggressive, and passive-aggressive—providing a comprehensive framework for analysis. Grounded in established theories such as Leader-Member Exchange (LMX), Face Negotiation Theory (FNT), and Self-Construal Theory, the study offers a robust theoretical foundation for understanding how communication dynamics shape workplace relationships. The chosen methodology, combining quantitative survey data from 138 participants with qualitative interviews from 20 managers and employees across diverse US organizations, is well-suited to capture both the breadth and depth of this complex phenomenon. The findings yield clear and actionable insights into the predictive power of various managerial communication styles. Quantitatively, the study firmly establishes that assertive communication significantly enhances employee job satisfaction, whereas passive, manipulative, and passive-aggressive styles consistently reduce it. These quantitative results are further enriched and contextualized by qualitative interview themes, which powerfully highlight the critical importance of clarity, openness, and supportive leadership in fostering a positive and satisfying work environment. A notable strength and contribution of this research lies in its approach of treating communication styles as direct predictors of satisfaction, rather than mediators, offering a fresh conceptual perspective. The well-executed mixed-methods design further strengthens the study by providing a more holistic and nuanced understanding of how communicative behaviors directly influence employee attitudes and contribute to broader workplace outcomes. While this exploratory study offers valuable insights, the authors appropriately acknowledge the limitations inherent in its convenience sampling approach, which restricts the broad generalizability of the findings. Nevertheless, the research provides compelling practical implications for organizations seeking to improve employee experience. The strong evidence advocating for assertive and inclusive communication styles underscores the necessity for targeted training initiatives to bolster retention, motivation, and overall performance. Despite its acknowledged limitations, this study makes a meaningful contribution to the literature on organizational communication and human resources, laying a solid foundation for future, potentially more generalizable, investigations into the profound impact of managerial communication on employee well-being and organizational success.

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