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

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.