The effects of leader motivating language on subordinate performance and satisfaction

Abstract

This article bridges theory and practice to show that superiors' use of Sullivan's (1988) "motivating language theory" correlates significantly with subordinates' performance and job satisfaction. In brief, Sullivan hypothesized that superiors' use of motivating language (including (1) perlocutionary or direction-giving, (2) illocutionary or sharing feelings, and (3) locutionary or explaining culture) would have positive impact on key worker productivity and process outcomes including performance and job satisfaction. This theory was tested by the authors using a LISREL analysis and found to be true.