The Effects of Belief Systems on the Job‐Related Satisfaction of Managers and Subordinates

The research reported here examined the effect of personal belief systems of managers and their subordinates on their interrelationships as measured by several job‐related satisfaction variables. Results from a sample of 175 manager‐subordinate dyads demonstrate that the belief system construct may significantly affect job‐related satisfaction as well as the quality and outcomes of manager‐subordinate relationships. This research also suggests that socially oriented managers are positively associated with higher levels of subordinate satisfaction.