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Archives of Business Research – Vol. 10, No. 10

Publication Date: October 25, 2022

DOI:10.14738/abr.1010.12996. Oliver, K. G., Ocio, R. L., & Sitier, N. J. S. (2022). Influence of Managerial Styles on Career Satisfaction and Occupational Stress: The

Mediating Role of Followership Styles and the Interaction Effects of Organizational Citizenship Behavior of Three Star Hotels.

Archives of Business Research, 10(10). 26-38.

Services for Science and Education – United Kingdom

Influence of Managerial Styles on Career Satisfaction and

Occupational Stress: The Mediating Role of Followership Styles

and the Interaction Effects of Organizational Citizenship Behavior

of Three Star Hotels

Kiven G. Olivar

Ph.D. in International Hospitality Management Candidate,

Lyceum of The Philippines University, Manila, Philippines

Ritchard L. Ocio

Ph.D. in International Hospitality Management Candidate,

Lyceum of The Philippines University, Manila, Philippines

Noah James S. Sitier

Ph.D. in International Hospitality Management Candidate,

Lyceum of The Philippines University, Manila, Philippines

ABSTRACT

The aim of the study was to determine the mediating effect of followership styles

and the interaction effects of organizational citizenship behavior and influence of

managerial styles on career satisfaction and occupational stress of 300 employees

of three star hotels in Davao City, Philippines. This study employed descriptive

correlation as part of a non-experimental design. The statistical techniques

employed were mean, Pearson r, regression technique, and Medgraph employing

Sobel z-test. Research finding revealed that the Sobel test depicted that the

Followership Styles and the Interaction Effects of Organizational Citizenship

Behavior (mediator) significantly carries the influence of Managerial style (IV )to

the Career Satisfaction and Occupational Stress (DV).

Keywords: Followership styles, organizational citizenship behavior, managerial styles,

career satisfaction, Three-star hotels

INTRODUCTION

There is an increasing concern about job stress in developing countries. Job stress has been

related to organization’s problems such as absenteeism, turnover, poor job performance,

accidents and errors, and alcohol and drug abuse (Manshor, Fontaine and Choy 2003;

Keshavarz and Mohammadi, 2011). Stress can also occur if the employees feel “underloaded”

through lack of stimulus or social contact. Other work stress contributors include role

ambiguity, conflicting performance expectation, political climate of the organisation, and poor

relationships with other co-workers. Many of these elements were tested and found to be

contributing factors in inducing stress by many researchers (Edwards, 2001).

Whilst career satisfaction defined by Wicker (2011) is a sense of pride and inner fulfillment

achieved when doing a particular job. Hoppock (1935) in his book presented the idea of career

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Oliver, K. G., Ocio, R. L., & Sitier, N. J. S. (2022). Influence of Managerial Styles on Career Satisfaction and Occupational Stress: The Mediating Role of

Followership Styles and the Interaction Effects of Organizational Citizenship Behavior of Three Star Hotels. Archives of Business Research, 10(10). 26-

38.

URL: http://dx.doi.org/10.14738/abr.1010.12996

satisfaction as a theoretical construct as being any number of mental, physiological, and

environmental situations which prompts to a person to express fulfillment with their

occupation. It is a positive psychological state that emerges when individuals evaluate their

work and work experience (Poon J. M., 2003). According to Spector, (1997) and cited by Saleem

(2015) career fulfillment is what individual feel about their job either they like or dislike their

job, liking shows the satisfaction or disliking shows the dissatisfaction of employees. Literature

reveals that job satisfaction is affected by various factors. Saleem (2015) develop “job

satisfaction measuring scale” to evaluate the level of satisfaction of employees regarding their

job which covers various factors like pay, benefits, supervision; promotion, nature of work, and

coworkers. If employees get the salary, benefits, promotion, nature of work, supervision and

coworkers they want they will possibly be more satisfied and will also like to stay with

organization.

Organizational citizenship behavior has received attention in both organizational and business

research (Arthaud-Day, Rode and Turnley, 2012). Given the importance of organizational

citizenship behavior, organizations should make every effort to motivate their employees to

perform these behaviors as emphasized by Koning and Kleef (2015). However, since

organizational citizenship behavior falls outside of formal job requirements and reward

structures , it cannot easily be required from employees. Organizations must therefore find

other ways to encourage their employees to be good citizens. Indeed, a considerable amount of

research has been dedicated to addressing the questions of when employees will engage in

organizational citizenship behavior and how organizational citizenship behavior can be

promoted among employees.

Followership as the opposite of leadership on a leadership/ followership continuum, a direct

or indirect influential activity or as a role for those influenced by a leader (Crossman and

Crossman, 2011). Both follower and leader are roles, and not personality structures, whereby

roles are regarded as behaviors, a system of activities which are expected from an individual

holding a certain position in a particular group, such as an organization, culture, society (Hinić,

Grubor and Brulić, (2016).

Therefore, The primary concern of this study is to probe the influence of managerial styles on

career satisfaction and occupational stress: the mediating role of followership styles and the

interaction effects of organizational citizenship behavior of three-star hotels in Davao City,

Philippines. Moreover, this study was guided by the following questions: (1) What is the profile

of the respondents in terms of age and sex?; (2) Based on Blake and Mouton’s Managerial Grid,

what managerial styles are prevalent among the managers/supervisors?; (3) What is the highly

dominant and the least dominant followership styles of the respondents? (4a) What are the

statistically significant differences in the dominant followership styles based on age and

gender?; (4b) How does managerial styles influence the respondents’ career satisfaction and

occupational stress?; (5) Does followership styles mediate the relationship between managerial

styles and employees career satisfaction?; and (6) What is the interaction effect of

organizational citizenship behavior between managerial styles and career satisfaction and

between managerial styles and occupational stress?.

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Archives of Business Research (ABR) Vol. 10, Issue 10, October-2022

Services for Science and Education – United Kingdom

LITERATURE REVIEW

Managerial Style

The management styles that leaders adopt will have a major influence over all activities in the

organization, organizational climate and labor productivity. It is therefore very important for

the manager to be aware of the advantages and disadvantages of leadership style, but also on

how it is perceived by subordinates. Throughout life, humans are part of an organization,

therefore the need for a proper management style in the organization is one of the most

important factors in gaining advantage on the market. Managers are expected to be leaders and

decision makers in the context of both the day-today and the strategic solutions that, for

instance, direct the company's further development. Some leaders are very task-oriented; they

simply want to get things done. Others are very people-oriented; they want people to be happy.

And others are a combination of the two. If you prefer to lead by setting and enforcing tight

schedules, you tend to be more production-oriented (or task-oriented). If you make people your

priority and try to accommodate employee needs, then you are more people oriented. Neither

preference is right or wrong, just as no one type of leadership style is best for all situations.

However, it is useful to understand what your natural leadership tendencies are, so that you

can then work on developing skills that you might be missing. Managers are expected to be

leaders and decision makers in the context of both the day-today and the strategic solutions

that, for instance, direct the company's further development (Bucăța, G., Rizescu, A.M., 2016;

Zeidan, H., 2009; Zbihlejová, L., Frankovský, M., & Birknerová, Z., 2018).

Followership

The importance of the role of followers and the significance of studying followership behavior.

The role of followers is not less important than the role of leaders and that both enhance each

other. The relationship between both as that which exists between ‘water and fish’. Leaders

sometimes play the role of followers, and the latter show sometimes the behavior of leaders

(Barnhart, 2008; Johnson, 2009; Corrothers et al., 2009).

Drawing on Kelley’s theory, the following followership styles were examined in this article

(cited in Markovic ́, 2011: 113–121):

The exemplary followers (high level of independent thinking and active engagement) –

Exemplary or star followers think independently and critically, they take an active part in their

job, they are able to engage in critical situations and accept the goals of the organization as their

own. The greatest number of people starts their career in this followership style. However,

depending on the concurrence of events, this can be commonly changed.

The alienated (independent thinking at a very high level, active engagement low) – The

alienated think for themselves, but they fail to be active in fulfilling tasks. They have a positive

image of themselves, they perceive things more realistically than others do, but they are also

sceptical. Such followers are often deemed quite cynical, stubborn, troublemakers who

undermine authority. These people have difficulty fitting into teams; they are dissatisfied

because the leader fails to exploit their abilities and ideas.

The yes-people (independent thinking at a very low level, active engagement high) – Yespeople

readily accept tasks, they are good team players, they are completely devoted to the

organization and trust their leader, they make an effort to avoid or ease a conflict, lack personal