Table 8-3: Correlations subordinate’ job satisfaction & supervisor leadershipTable 8.3 shows that the job satisfaction of subordinates of lower-level managers was significantly
positively correlated with the Organizational creativity (ȡ=.33, p<.01), Business development (ȡ=.31,
p<.05), Inspirational communication (ȡ=.36, p<.01), Intellectual stimulation (ȡ=.33, p<.01), and
Supportive leadership (ȡ=.35, p<.01) behaviors of their superior. Job satisfaction of lower-level
managers (subordinates of middle managers) was unrelated to the leadership behaviors (considered in
this study) of their superior (i.e. middle managers). Job satisfaction of middle managers (subordinates
of top-level managers) was significantly positively related to Organizational creativity (ȡ=.38, p<.05),
Operational efficiency (ȡ=.34 p<.05), Vision (ȡ=.40, p<.05), Inspirational communication (ȡ=.48,
p<.01), and Supportive leadership (ȡ=.40, p<.05) behaviors of their supervisor.
These results hint at a moderator role for organizational level for the relationship between VXSHUYLVRU¶
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level moderated the relationship between VXSHUYLVRU¶ OHDGHUVKLS EHKDYLRU DQG VXERUGLQDWH¶ MRE
satisfaction, and leadership behavior an enter regression procedure was undertaken for both the
strategic and transformational leadership dimensions, including 3 steps, first of all adding the
leadership dimensions, then adding the dummies for organizational level (Orglevel1: distinguishing
top-level managers from lower-level and middle level managers and Orglevel2: distinguishing middle
managers from their lower-level and top-level counterparts) and lastly adding the interaction terms
(leadership dimensions x 2 dummy variables) (see Table 8.4).