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This study investigates the role of coworker and supervisor support on three aspects of burnout (emotional exhaustion, depersonalization, perceived lack of personal accomplishment) and job satisfaction. The authors argue that different sources of social support at work can influence these three aspects of burnout differently.

Questionnaires were delivered to supervisors of each campus department at two state universities in South Texas asking them to encourage their employees to complete the survey. The sample consisted of 174 personnel.

The results show that coworker support was negatively associated with emotional exhaustion and depersonalization but not with perceived lack of personal accomplishment while supervisor support was negatively associated with all aspects of burnout. The analysis also confirmed the direct and indirect effects of coworker and supervisor support on job satisfaction.

Due to the detrimental consequences of burnout to employee satisfaction, organizations need to make sure that employees receive sufficient support from their coworkers and supervisors to avoid this burnout problem.

Even though the role of social support on job burnout has been previously investigated, existing studies tended to combine three dimensions of burnout into a single measure. Using an aggregated measure of burnout as an outcome variable can limit our understanding about the role that social support plays on each individual dimension of burnout. By employing burnout as a multidimensional construct, the present study can determine whether coworker support and supervisor support can have a different impact on each of the three dimensions of burnout.

The purpose of this paper is to propose motivating language as a mediator to increase the positive effects of servant leadership on subordinates’ outcomes. The authors propose that motivating language acts as a mediator to transmit servant leadership traits and enhances the positive impact that servant leadership verbal behavior has on employees’ performance.

By developing a conceptual model, the authors propose a connection between servant leadership and motivating language.

In the proposed model, motivating language acts as a full and a partial mediator. The authors further categorize three distinct outcome sets that should be improved from this relationship. The first set includes improved worker performance, job satisfaction, absenteeism and worker innovation. The second set is composed of self-efficacy, organizational citizenship behavior and employee commitment. Finally, the third set includes trust, satisfaction with the leader and inspiration to become servant leaders.

Empirical research needs to be conducted to test this model.

The positive effects of servant leadership through the use of motivating language could be operationalized in multiple ways. First, potential servant leaders could take the well-established, reliable and valid motivating language scale to diagnostically identify their leader-member communication strengths and weaknesses. Then, tailored motivating language trainings could be implemented which target motivating language weaknesses and key strategic outcomes in the proposed model. Furthermore, motivating language training would be a valuable instrument for transmission of a servant leadership culture.

Servant leadership style responds to the demand for positive ethical behavior that is much needed during these times when emphasis is given to profitability and lack of concern for people is the norm rather than the exception. It is also synchronized with the current benefits of organizational citizenship behaviors that have recently emerged in the field of managerial research.

This paper aims at addressing a gap in the literature by developing a model of how leader strategic language, namely, motivating language, mediates between servant leadership and worker outcomes.