Supervisor Nonverbal Behavior and Employee Satisfaction and Motivation

Abstract

Communication researchers have established that when leaders use positive nonverbal behaviors, it increases followers’ perceptions of the leader’s competence. Studies have shown that leaders are perceived to be more transformational if they are open, which is displayed through extroversion, approachability, trust, and reciprocity and interpersonal interactions. While these variables seemed intuitively related to nonverbal communication, studies have not explicitly examined supervisors’ nonverbal behaviors and subordinate perceptions of their own motivation and satisfaction. We used a Qualtrics survey distributed via email and Facebook, which asked participants to answer questions about how nonverbal interactions with their superiors influence the employee. Results provided insight on employees’ motivation and satisfaction based on their supervisor’s nonverbal behavior, and can be used in the future to inform supervisors in ways to improve their employees’ performance.