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Voluntary employee turnover can be a challenge for all industries but high employee turnover has been a special concern in the hospitality industry, which is the context of this paper. The purpose of this paper is to incorporate a “trickle-down” perspective into the conventional research on turnover intention and satisfaction with supervision. The authors assess whether mid-level managers’ satisfaction with senior managers’ supervision is related positively to line employees’ satisfaction with mid-level managers’ supervision and, in turn, line employees’ turnover intentions. Further, the authors examine whether the strength of this “trickle-down” effect is affected by the middle managers’ gender.

The authors tested our theoretical argument using a sample of 1,527 full-time employees in 267 different departments at 94 hotels in the USA and Canada. Hierarchical linear modeling was employed to analyze the data.

The authors found a trickle-down effect of satisfaction with supervision, as predicted, and the effect was stronger for female than male middle managers. These findings open new avenues for addressing turnover issues for organizations and managers.

This study extends the line of research on leadership and turnover in three ways. First, it shows how senior managers, who have no direct contact with line employees, can affect turnover intentions of line employees. Second, this research helps the authors know where to target efforts at intervention; by connecting middle managers’ satisfaction with supervision with employees’ turnover intentions, the authors know to target interventions to reduce turnover not just at line employees and supervisors but also at senior-level managers as well. Third, this study sheds light on the ongoing debate over “female advantage” in leadership (Eagly and Carli, 2003a, b; Vecchio, 2002, 2003) by examining not just how women are treated, but how their experience may reshape managerial dynamics.

While integrating resource drain theory with ego depletion theory, this paper aims to understand the mechanism underlying the relationship between research supervisors’ interrole conflicts and their supervisees’ reactions. Specifically, this paper makes a case for supervisors’ ego depletion and supervisees’ perception of abusive supervision to mediate the relationship between supervisors’ work and family conflicts and supervisees’ satisfaction with research supervision.

The study uses data collected in three waves from 306 research supervisees (Level 1) nested in 100 research supervisors (Level 2), involved in MS/PhD research theses at different Pakistani universities.

Based on multilevel modeling, the study finds that supervisors’ interrole conflicts negatively predict supervisees’ satisfaction with supervision. Moreover, supervisors’ ego depletion and supervisees’ perception of abusive supervision mediate the above relationship, both singly and serially. Notably, supervisors’ family–work conflict predicts supervisees’ satisfaction with supervision more negatively than work–family conflict.

This study is unique in that unlike previous research studies on abusive supervision which used victimization approach the present study uses the perpetration approach.

This paper aims to examine the relationship between physician leadership style and advanced practice health-care provider job satisfaction.

A total of 320 advanced practice providers (nurse practitioners and physician assistants) in Texas rated their supervising/collaborating physicians’ leadership style using the Multifactor Leadership Questionnaire 5X Short (Bass and Avolio, 2000) and assessed their own job satisfaction using the Abridged Job Descriptive Index (Smith, Kendall and Hulin, 1969). Regression models tested the relationships between physician leadership styles and several facets of job satisfaction of advanced practice providers while controlling for advanced practice provider age, gender, ethnicity, years of experience, salary level, clinical practice setting, level of physician supervision/collaboration and advanced practice provider type.

The results demonstrated that physician transformational leadership accounted for between 4.4 and 49.1 per cent of the variance in job satisfaction depending on the aspect of job satisfaction. Satisfaction with job supervision and satisfaction with job in general were those in which transformational leadership was found to have the most impact, explaining 49.1 and 15.5%, respectively. Demographic variables such as advanced practice provider type, age, years of experience and number of hours per week of physician collaboration/supervision had small but statistically significant associations with job satisfaction.

Recommendations for physician leadership development focusing on transformational leadership as a way to increase the satisfaction among other providers on health-care teams are discussed.

This paper examines the impact of supervising/delegating physician leadership style on other nonphysician members of the health-care team, specifically advanced practice health-care providers.

The purpose of the study is to empirically test and explore the influences of abusive supervision on subordinates' job satisfaction and mental health. Specifically, the authors focus on the mediation effects of emotional labor and compare the discrepancies between surface acting and deep acting.

Time-lagged data were obtained from 239 employees in the hospitality industry in Taiwan. The hypothesized model was tested using structural equation modeling with Mplus 7.4.

Results showed that abusive supervision is not only negatively related to employees' job satisfaction and mental health but also positively associated with employee surface acting and negatively associated with deep acting. For mediating effects, surface acting mediates the relationships between abusive supervision and employee job satisfaction, while deep acting mediates the relationship between abusive supervision and mental health.

Abusive supervision is detrimental; it should be reduced in the workplace. Also, frontline employees can be provided with training programs to improve their deep acting strategies, which lead to better job satisfaction and mental health.

This research is among the first to examine the link between abusive supervision and both employee job satisfaction and mental health in the hospitality industry and extends the authors’ knowledge by demonstrating the mediating effects of surface acting and deep acting.

This study examines the impact of bureaucratic structure on morale among hospital staff. Hypotheses are drawn from Hage's axiomatic theory of organizations, including the predicted negative impact on morale of formalization, centralization and stratification, and the positive impact on morale of task complexity. Contingency hypotheses involving structure and task complexity are also examined. Results indicate morale is either positively affected or unaffected by structure, and negatively affected by process. Some evidence of contingent effects are found. The findings are discussed within the broader context of Weber's theory of bureaucracy. This paper addresses the relationship between several structural features of bureaucracy and workers' morale in a hospital setting. It examines these relationships from broadly defined theoretical perspectives. In this connection, Weber's theory of bureaucracy is treated, as was the case in his original, as part of his general theory of rationalization in modern western society. The study considers the relationship between: 1) Formalization and morale, 2) Centralization and morale, 3) Stratification and morale, 4) Complexity and morale. These structural features of bureaucracy—formalization, centralization, stratification and complexity‐are treated as the means at the command of management for attaining organizational objectives. Worker morale is often referred to as the “level of feeling” about themselves among workers or about the work they perform (Revans, 1964; Veninga, 1982; Simendinger and Moore, 1985; Zucker, 1988). In effect, the term is used in stating that morale is high or low to suggest that something is right or wrong about the organization. Surprisingly, many of these studies do not explain why they are suggesting a particular state of morale, but only that the state of morale is crucial to the performance of the organization. In essence, morale is the level of confidence of the employees. It can vary from one department to the other due to specific or overall structural conditions of the organizations; without giving it routine consideration, performance will degenerate (Nelson, 1989).

The problem of this study was: (a) to determine the degree of agreement between teacher perceptions of actual and preferred supervisory behavior in Montana public schools during the 1978–1979 school year; and (b) to relate differences between actual and preferred supervisory behavior to the degree of teacher satisfaction with supervision. The major findings of the study were that: (a) responses to a few of the items were dependent either on sex, or teaching level, or years of teaching experience; (b) many Montana teachers would prefer to experience more often thirty‐one supervisory practices recommended in the literature since 1970; (c) satisfaction with supervision is significantly related to the absolute values of the difference between actual score and preferred score for those same thirty‐one supervisory practices taken collectively; and (d) the absolute values of discrepancy scores for seventeen of the thirty‐one recommended supervisory practices were found to make a significant, unique contribution to the prediction of one or more of the satisfaction indices.

The positive association between transformational leadership and organizational and affective outcomes is well established in the literature. The relationship of contingent reward, a component of transactional leadership, to those outcomes and its additive and interactive relationship to transformational leadership is less well understood. In a study of 660 manufacturing workers working in 25 shop areas, transformational leadership and contingent reward had positive individual and additive impacts on supervisory and general satisfaction at both the individual and group level of analysis and on productivity at the group level. At the individual level of analysis, both satisfaction with supervision and overall satisfaction were enhanced by the interaction of contingent reward and transformational leadership operating together at certain levels. The operationalization of transformational leadership has contributed to the understanding of the inspirational and relationship aspects of leadership and contingent reward explains some, but not all, of the additional elements of successful leadership.

How frequently may be advisable for a supervisor to meet a PhD student? Are PhD students more satisfied if supervised by someone of the same gender, nationality or with common research interests? Thus far, we lack quantitative evidence regarding similar crucial aspects of managing PhD supervision. The goal of this study is hence to investigate what factors affect Ph.D. students' satisfaction about the professional and personal relationships with their supervisors.

We focus on the characteristics of the interactions between the student and the supervisor, controlling for other important factors, namely, the supervisor's and student's traits, and the characteristics of the context. We employ survey responses from 971 Ph.D. students at two public, research-oriented and internationally renowned universities in Hong Kong and South Korea.

The results show the importance of meeting the supervisor at least once per week. Students are more satisfied of the relationship with their supervisor when they have similar research interests, whereas a key finding is that similarity in terms of gender or nationality does not matter. We also found remarkable differences between disciplines in the level of satisfaction (up to 30%), and that students are more satisfied when the supervisor is strongly involved in international research, whereas satisfaction is negatively affected by the number of Ph.D. students supervised.

The article's findings suggest that students are not more satisfied of their relationship with their supervisors when they have the same gender or nationality, whereas it is other traits of their interaction, such as the frequency of meetings and the similarity of research interest, which matter.

This study compared the dimensionality and possession of the bases of supervisory power and their relationships to compliance and satisfaction with supervision between the U.S. (n = 459) and S. Korean (n = 625) managers. Results indicate that the factor structure of the power bases in the S. Korean sample was remarkably similar to those found in the U.S. sample; but whereas the U.S. managers reported relatively more position than personal power base, S. Korean managers reported relatively more personal than position power base. Similarities in the relationships of coercive, legitimate, and referent power bases to compliance, satisfaction, and dissimilarities in the relationships of expert and reward power bases to the criterion variables in the two samples are noted.

The present study examines the mediating role of job stress on the relationship between job satisfaction facets and turnover intention of the construction project professionals in Sri Lanka.

Data were gathered from a cross-sectional survey of 274 project-level employees of 10 construction organizations in Sri Lanka. A path analytical model is developed to assess the research hypotheses.

Results support the mediation model of job stress, in which satisfaction with supervision and job security directly contributed to a reduction in stress levels, which in turn lessened the turnover intention. Full mediation is observed from supervision, and partial mediation is observed from job security. Satisfaction with pay and co-workers directly predicted a decline in turnover intention. Contrary to the authors’ expectations, the authors could not find any significant effect from promotion to job stress and promotion to turnover intention. The results further illustrated that demographic variables, i.e. gender, age and organization tenure play a role in determining employees’ stress levels.

In identifying how job satisfaction facets, job stress and turnover intention are linked together, the present study added the mediating role of job stress to the previous empirical research on the relationship between job satisfaction facets and turnover intention.