员工满意度中英文对照外文翻译文献

文献信息：
文献标题：Employee Satisfaction: Communication Competence and Leadership Oriented Approach（员工满意度：沟通能力与领导导向）国外作者：IK Suher，CS Bir，E Engin，BE Akgoz
文献出处：《International Journal of Innovative Research and Development》,2016,5(5):194-202
字数统计：英文 3265 单词，19231 字符；中文 5450 汉字
外文文献：
Employee Satisfaction: Communication Competence and
Leadership Oriented Approach
Abstract This research explores whether or not relationships between supervisor communicator competences, leadership style (Task- oriented vs. Relation- oriented) and employee job and communication satisfaction exist. Participants are 126 graduate students who works for (52 males and 74 female) a variety of organizations in Turkey. The findings signify that there is incontrovertibly positive and strong relationship between supervisor communication competence and employee communication satisfaction. In a similar way, relational leadership style has strong effect on employee communication satisfaction. On the other hand, the results indicate that weak relationship between task-oriented leadership style and job and communication satisfaction. According the results communicator competence is the strongest significant standardized regression coefficient with the job and communication satisfaction.
Keywords: Employee communication, communication competence, leadership style
1.Introduction
Employee satisfaction influence an individual's commitment to the company and also it has effect on employee performance and business success. Employee behavior and satisfaction are highly correlated to the organization success and because of this reason the researches on employee satisfaction is quite rich. Pincus (1986) investigated the effect of communication satisfaction on job performance, Helm (2011) studied about employees’ impact on corporate reputation, Cravens and Oliver (2006) mentioned employees as key factor of reputation, Antoncic and Antoncic (2011) and Duboff and Heaton (1999) specified how employee satisfaction is important on business growth, Bulgarella (2005), Hanna at all. (2004) remarked that employee satisfaction is a vital aspect for customer satisfaction, Brown et al. (1996) found out that positive employee behavior has strong and positive effect on customer satisfaction. Kattara et al. (2014) published a study about impact of employee behavior on customers' overall satisfaction.
Employee satisfaction contains both communication and job satisfaction and it is influenced by many different factors like leadership style and the quality of communication with leaders. Increasing the effectiveness of leader-employee communication can help to strengthen levels of employee satisfaction.
2.Literature Review
munication Competence
Communication competence is about the knowledge and wisdom of using applicable communication skills. Communication competence is not just
understanding proper communication skills but also the ability to apply and adapt that knowledge when certain situations may emerge unexpected (Cooley and Roacch, 1984:25). Communication competence is considered to contain both cognitive and behavioral aspects (Rubin, 1985). Understanding that communication competence contains these two aspects, then being socially informed and perceptive is a key factor in being a competent communicator. Light (1989) considered fundamental constructs of communication competence as functionality of communication; sufficiency of communication, knowledge, judgment and skill. Spitzberg (1983) believed that communication competence involved knowledge, motivation and skill as a system that relates and connects to one another. In order to be mutually beneficent to one another in a relationship, communication competence is a necessary tool which consists of cognitive, attitudinal, emotional and behavioral knowledge (B-Ikeguchi, 2014). In order to reach personal, educational, vocational and social goals, communication competence is a key quality that an individual need in order to attain success in life (Light and Mcnughton, 2014:1).
2.2.Leadership
Yukl defined leadership as “the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives” (2016:8). Leadership is not just a trait, it is recognized as a process which individuals influence people in order to reach certain goals and objectives as a unit (Sharmai, Jain, 2013). Bryman (1992) considered leadership as the ability to direct people towards certain goals for an organization.
In literature, leadership is considered to be divided into two separate functions; Task- oriented leadership and relation-oriented leadership (Taberner, Chambel, Arana, 2009). Task-oriented leadership focuses on organizing, planning and coordinating the necessary jobs needed of the team or individual employees whereas relation-oriented leadership focuses on the motivation and behaviors of the people themselves. In
relation-oriented leadership, the leader works to inspire those around him in order to achieve the organization’s success. The effectiveness of leader-subordinate relationship affects many organization outcomes due to group satisfaction (Anderson, Madlock& Hoffman, 2006). Leadership plays a great roll in effecting employee satisfaction (Castaneda &Nahavand, 1991).
munication Satisfaction
Communication satisfaction is an important topic in our day which is being researched and investigated for business and communication industries. “Communication satisfaction is a n employee's satisfaction with various communication practices of the organization” (Clampitt and Girard, 1993:84). Pincus described communication satisfaction as the accumulation of an individual’s satisfaction which is saturated from information flow and relationship variables (Pincus, 1986). Different researches has studied on communication satisfaction measurement. For instance, Downs and Hazen (1977) created Communication Satisfaction Questionnaire, Organizational Communication Scale was conducted by R oberts and O’Reilly (1979), and to analyze communication practices in organizations. Crino and White (1981) were the researchers who offered a conceptualization of communication satisfaction.
A conceptualization of communication satisfaction was offered by Crino and White (1981), who argued that organizational communication satisfaction involves an individual’s satisfaction with various aspects of the communication occurring in the organization, whereas Putti, Aryee, and Phua (1990) demonstrated that organizational members’ communication satisfaction is associated with the amount of information available to them. Although communication provides employees with information that clarifies work tasks and may contribute to communication satisfaction, Anderson and Martin (1995) found that employees engage in communication interactions with coworkers and superiors to satisfy interpersonal needs of pleasure and inclusion. Thus, employee communication satisfaction appears to involve a task and relational
dimension.
2.4.Job Satisfaction
Job satisfaction has been an area which examined by researchers for a long time. According to Locke (1976) definition job satisfaction is a pleasant or positive emotional expression which causes by worker’s job or job expe rience.
Many different researches have shown that dissatisfied employees are more likely to quit their jobs or be absent than satisfied employees so job satisfaction is one of the vital necessaries for business success (Saari and Judge, 2004). According to Schneider and Snyder’s definition (1975) job satisfaction is personal evaluation of conditions related to job, or outcomes that arise as a result of having a job. The perception of employees about their job is influenced by many different factors such as employee’s personal circumstances like needs, values and expectations (Sempane at al. 2002). Moreover, quality of communication in the organization, communication between employees and supervisors and supervisor leadership style have an influence on the em ployees’ job satisfaction.
3.Method
This research explores if relationships exist between supervisor communicator competence, leadership style (task or relationship oriented) an employee job and communication satisfaction in Turkey.
The current researc h conducted based on the Mudlock’s article (2008) that titled “The Link Between Leadershıp Style, Communicator Competence and Employee Satısfaction” The research process which used by Mudlock (2008) contained four different scales to investigate relationship between components. Authors reached the original publications which contain the scale items and these scales translated to Turkish by authors and the pilot questionnaire was send 10 participants. The results of this pilot were used to refine the questionnaire for distribution to research participants.
The data used in this study were collected from graduate students of Bahcesehir University in Turkey. Respondents were chosen by using the convenience sampling method.
These participants are not only graduate students of Marketing Communication and Public Relations program but also they work for different organizations. The survey was pre-tested on 10 students and then a total of 200 questionnaire forms send them via e-mail. At the end of the given period 126 usable questionnaire forms returned.
Communicator competence scaled was developed by Monge et al. (1982.9) which is 12-item Communicator Competence Questionnaire. Job satisfaction was measured by the 8-item Abridged Job in General (AJIG) scale (Russell et al., 2004). Communication satisfaction was measured by the 19-item Interpersonal Communication Satisfaction Inventory (ICSI) developed by Hecht (1978). Leadership style was measured by the 20-item Leadership Style Questionnaire developed by Northouse (2001). The instrument measures the task and relational leadership s tyles.
Mudlock (2008) used Pearson correlations and multiple regression analyses to show relationship between predictor and criterion variables. In the current research we followed his way to test hypotheses and to answer two different research questions.
The current research has the same hypotheses and research question in Mudlock’s (2008) article. These are:
H 1: There is a significant and positive relationship between supervisor communication competence and employee job and communication satisfaction.
H 2: There is a significant and positive relationship between supervisor relational leadership style and employee job and communication satisfaction.
H 3: There is a significant and positive relationship between a supervisor’s task leadership style and employee job and communication satisfaction.
H 4: There is a significant and positive relationship between a supervisor’s task and relational leadership style and communication competence.
RQ1: Which behavior displayed by a supervisor—task leadership, relational leadership, or communicator competence—will serve as a greater predictor of employee communication satisfaction?
RQ2: Which behavior displayed by a supervisor—task leadership, relational leadership, or communicator competence—will serve as a greater predictor of employee job satisfaction?
4.Findings
Participants were 126 working adults and more than half were female (see table 1). Table 3 shows organizations which they work for. 43 participants were working for a female supervisor and 79 were working for a male supervisor. (see table 2) Participants ranged in age from <= 25 to 41+ (M = 30.44, SD = 16), whereas supervisors’ ages ranged from 30 to 71 (M = 48,70 SD = 12.7). Table 3 contains information about participant’s organizations types.
Table 1: Sex of Participants
Table 2: The Sex of Supervisor
Table 3: Organizations of Participants
Table 4 shows questionnaire items and the mean scores of communicator competence. Cronbach’s alpha for the current study is 0.809 and the dimension mean is 3.13.
Table 4: Communication Satisfaction
Table 5 contains items and mean score related to job satisfaction. Cronbach’s alpha for the current study was 0.787 (see table 5).
Table 5: Job Satisfaction
Communication satisfaction scale items and the mean scores may be seen in the table 6. Cronbach’s alpha for the current study is 0.800 and the dimension mean is 3.53.
Table 6: Communicator Competence
Leadership style was measured by the 20-item Leadership Style Questionnaire. Originally this scale has 20 different items to evaluate leadership style. 10 of 20 items are related to task-oriented style while the others are related to relationship-oriented style. In this research we used one scale to measure leadership style but below we used two different tables to show task-oriented and relationship- oriented items’ mean scores and Cronbach’s alpha results.
Table 7: Leadership Style (Task)
Table 8: Leadership Style (relationship)
The first hypothesis was there would be significant and positive relationships between supervisor communication competence and employee job and communication satisfaction. Pearson correlations supported the hypothesis by indicating statistically significant positive relationships between the predictor and criterion variables. The relationship between communication competence and communication satisfaction was stronger than the relationship between communication competence and job satisfaction.
The second hypothesis predicted significant and positive relationships between supervisor relational leadership style and employee job and communication satisfaction Pearson correlations supported the hypothesis. The relationship between supervisor relational leadership style and employee communication satisfaction was strong while the relationship between supervisor relational leadership style and employee job satisfaction weak.
The third hypothesis suggested significant and positive relationships between supervisor task leadership style and employee job and communication satisfaction. Pearson correlations supported the hypothesis. However, both relationships were weak.
The fourth hypothesis was there would be significant and positive relationships
between supervisors’ task and relational leadership style and their communicator competence. Pearson correlations supported the hypothesis. For both components the relationships were strong.
5.Discussion
Nowadays, the most important attribute that corporations may possess is regarded as their employees. Establishing effective communication with the employees considered as an integral part of the entire in-house process and operation depends on the communication competence of the leader. When the leader establishes efficient communication between the employees, it will be deemed as having taken an important step for determining and eliminating the problematic areas and problems encountered by the corporation.
The satisfaction of the employees about their job and communication is significant for fulfilling corporate objectives. Two of these basic aspects which affect this satisfaction level are the leadership style demonstrated by the executives and communication component.
The communication established with the employees has numerous significant functions. These may be listed as acquiring information, persuasion and influence, providing instructions and combination with education-training. Communication component possessed by the leader has a key role in fulfilling these functions in a healthy manner because this competence constitutes one of the milestones for the formation of mutually satisfactory relationships with the employee. Apart from the communication competence of the executive, it is also indicated that his leadership approach affects the employee's communication and job satisfaction.
Mudlock (2008) previously examined the relationship between communication competence, leadership style and employee communication and job satisfaction in a research that he had conducted and determined that there is a strong and positive
correlation between these. This current research is also derived from Mudlock’s study and tests the same hypotheses in Turkey obtaining similar results in the end.
According to these results, the relationship between communication competence and communication satisfaction is strong. This statistically significant and positive relationship demonstrates that it is of vital importance for supervisors to develop their communication competences and transform these competences into an integral part of their leadership styles.
It has been concluded that the supervisor communication component has a positive impact on the job satisfaction of the employees even though it is not as strong as communication satisfaction. Employee communication and job satisfaction both have a key significance in the performance of both in-house and outside targets of the corporation, ensuring market growth, increasing customer satisfaction levels, increasing sales figures and creating a strong and positive corporate reputation. For this reasons, executives are required to show the necessary efforts to develop their communication competences. It is obvious that the communication competence is one of the determinant factors on task and relational oriented leadership styles.
In this study, it has been concluded that the relationship between supervisor relational leadership style and employee communication satisfaction was strong. Relational leadership style refers to placing the relationship established with other people to the core while acting as a leader and the right management of relationships. In this regard, executives concentrating on their relational leadership skills while developing their communication components would bear positive results.
Task-oriented leadership style places emphases on obtaining suitable business methods and careful inspection of group members for the success of the business. The communication channels used by the corporation between the leader and group members is only related to the activation of the structure and obtaining results (Bloisit et al., 2003:574). Therefore, as a task-oriented leader only evaluates the task performance of its employees, it does not have a directly statistically significant
impact on the job and communication satisfaction of the employee. As the supervisor cannot establish effective communication to develop any kind of relationship, it is natural for the relationship with the communication satisfaction of the employees to yield weak results.
In conclusion, this research demonstrates that the leader's communication competences and at the same time, relational leadership style have a positive impact to ensure employee satisfaction and in this regard, it provides a guidance to the corporations which would like to concentrate on satisfaction that they have to develop the quality of communication and support relational leadership approach.
中文译文：
员工满意度：沟通能力与领导导向
摘要本研究探讨了主管沟通能力、领导风格(任务型与关系型)与员工工作及沟通满意度之间是否存在关系。

参与者是 126 名研究生，他们为土耳其的各种组织工作(52 名男性和 74 名女性)。

研究结果表明，主管沟通能力与员工沟通满意度之间存在着不可忽视的积极关系。

同样，关系型领导风格对员工的沟通满意度也有很强的影响。

另一方面，研究结果表明，任务型领导风格与工作和沟通满意度之间的关系较弱。

根据研究结果，沟通能力是工作满意度和沟通满意度的最显著的标准化回归系数。

关键词：员工沟通，沟通能力，领导风格
1.简介
员工满意度影响个人对公司的承诺，也影响员工的绩效和企业的成功。

员工的行为和满意度与组织的成功有着密切的关系，因此，对员工满意度的研究也相当众多。

Pincus（1986）研究了沟通满意度对工作绩效的影响， Helm （2011）研究了员工对企业声誉的影响，Cravens 和Oliver（2006）提到员工是声誉的关键因素，Antoncic 和Antoncic（2011）以及 Duboff 和H ea t o n（1999）指出员工满意度对企业成长的重要性，B u l g a r e l l a（2005）、 Hanna 等人（2004）指出
员工满意度是客户满意度的一个重要方面，Brown 等人
（1996）发现积极的员工行为对客户满意度有强烈的正面影响。

Kattara 等人（2014）发表了一项关于员工行为对客户整体满意度影响的研究。

员工满意度既包含沟通满意度，又包含工作满意度，它受领导风格和领导沟通质量等多种因素的影响。

提高领导与员工沟通的有效性可以帮助提高员工满意度。

2.文献综述
2.1.沟通能力
沟通能力是指使用合适的沟通技巧的知识和智慧。

沟通能力不仅是了解正确的沟通技巧，还包括在某些意外情况下应用和适应这种知识的能力（Cooley 和Roacch，1984：25）。

沟通能力被认为包含认知和行为两个方面
（Rubin，1985）。

了解到沟通能力包含这两方面的内容，那么，具备社会知识和洞察力是成为一名称职的沟通者的关键因素。

Light（1989）认为，沟通能力的基本结构是沟通的功能；沟通的充分性、知识、判断力和技巧。

Spitzberg （1983）认为，作为一个相互联系、相互作用的系统，沟通能力涉及知识、动机和技能。

为了在一段关系中相互受益，沟通能力是一种必要的工具，它包括认知、态度、情感和行为知识（B-Ikeguchi，2014）。

为了达到个人、教育、职业和社会目标，沟通能力是个人获得成功所需要的关键素质（Light 和M c n u g h t o n，2014：1）。

2.2.领导力
Yukl 将领导力定义为“影响他人理解和认同需要做什么和如何做的过程，
以及促进个人和集体努力实现共同目标的过程”（2016：8）。

领导力不仅仅是一
种特质，它被公认为一个过程，个人影响众人以达到作为一个整体的特定目标
和目的（Sharmai，Jain，2013）。

Bryman（1992）认为领导力是指导人们实现
组织某些目标的能力。

在文献中，领导力被分为两个独立的职能：任务型领导和关系型领导（Taberner，Chambel，Arana，2009）。

以任务为导向的领导侧重于组织、规划
和协调团队或单个员工所需的必要工作，而以关系为导向的领导则关注员工自
身的动机和行为。

在以关系为导向的领导中，领导者努力激励周围的人，以取
得组织的成功。

领导—下属关系的有效性由于集体满意度而影响到许多组织结
果（Anderson，Madlock 和Hoffman，2006）。

领导在影响员工满意度方面发挥
了重要作用（Castaneda 和Nahavand，1991）。

2.3.沟通满意度
沟通满意度是当今商业和通信行业正在研究和调查的重要话题。

“沟通满意
度是员工对组织各种沟通实践的满意程度”（Clampitthe Girard，1993：84）。

Pincus 将沟通满意度描述为个人满意度的积累，这种积累是从信息流和关系变量
中饱和的（Pincus，1986）。

不同的研究对通信满意度的测量进行了研究。

例如，Downs 和Hazen（1977）编制了沟通满意度问卷，Roberts 和O'R ei ll y（1979）编制
了组织沟通量表，并对组织中的沟通实践进行了分析。

C ri no和White（1981）是提出
沟通满意度概念的研究者。

Crino 和White(1981)提出了沟通满意度的概念，他们认为，组织沟通满意
度涉及个人对组织中发生的沟通的各个方面的满意度，而 Putti、Aryee 和P h u a （1990）则表明，组织成员的沟通满意度与他们可获得的信息量有关。

虽然沟通为员工提
供了澄清工作任务的信息，并有助于沟通满意度，但Anderson 和Martin（1995）发现，员工与同事及上级进行沟通交流是为了满足人际关系中对快乐和包容需求。

因此，员工沟通满意度似乎涉及到任务和关系维度。

2.4.工作满意度
工作满意度一直是研究人员长期研究的领域。

根据 Locke（1976）的定义，工作满意度是一种愉快的或积极的情绪表达，它是由工作者的工作或工作经历引起的。

许多不同的研究表明，与满意的员工相比，不满意的员工更有可能辞职或缺勤，因此工作满意度是企业成功的关键因素之一（Saari 和 Judge，2004）。

根据 Schneider 和Snyder（1975）的定义，工作满意度是个人对与工作有关的条件或工作产生的结果的评价。

员工对工作的看法受到许多不同因素的影响，例如员工的个人情况，如需求、价值观和期望（Sempane 等，2002）。

此外，组织中的沟通质量、员工与主管之间的沟通以及主管领导风格对员工的工作满意度都有影响。

3.方法
本研究探讨在土耳其，主管沟通者能力、领导风格(以任务或关系为导向)、员工工作与沟通满意度之间是否存在关系。

本研究基于 Mudlock（2008）的“领导风格、沟通能力与员工满意度之间
的联系”这篇文章。

Mudlock（2008）使用的研究过程包含四个不同的量表来研究组件之间的关系。

作者们找到了原始出版物，其中包括由作者翻译成土耳其语的量表项目和这些量表，并向 10 名参与者发送了试点问卷。

这一试验的结果被用来完善调查表，以分发给研究参与者。

本研究所使用的数据来自土耳其巴赫塞希尔大学的研究生。

采用方便抽样的方法选择被调查者。

这些参与者不仅是营销、传播和公共关系课程的研究生，而且还为不同的组织工作。

这项调查对 10 名学生进行了预测试，然后总共有 200 份问卷通过电子邮件发送给他们。

在给定的期限结束时，交回了 126 份可用的问卷。

沟通能力量表是由 Monge 等人(1982.9)开发的。

12 项沟通能力问卷。

工作满意度是用 8 项普通工作量表(AJIG)(Russell 等，2004)进行测量。

沟通满意
度是用 Hecht(1978)编制的 19 项人际交往满意度量表进行测量。

领导风格采用Northouse (2001)编制的 20 项领导风格问卷进行测量。

该工具测量任务和相关领导风格。

Mudlock（2008）使用皮尔逊相关系数和多元回归分析来显示预测变量和准则变量之间的关系。

在目前的研究中，我们遵循他的方法来检验假设并回答两个不同的研究问题。

目前的研究与 Mudlock(2008)的文章具有相同的假设和研究问题。

这些是：
假设 1：主管沟通能力与员工工作和沟通满意度之间存在显著的正相关关系。

假设 2：主管的关系型领导风格与员工工作和沟通满意度之间存在显著的
正相关关系。

假设 3：主管的任务型领导风格与员工工作和沟通满意度之间存在显著的
正相关关系。

假设 4：主管的任务与关系型领导风格与沟通能力之间存在显著的正相关关系。

问题 1：主管的哪些行为——任务型领导、关系型领导或沟通能力——将成为员工沟通满意度的更强预测指标？
问题 2：主管的哪些行为——任务型领导、关系型领导或沟通能力——能更好地预测员工的工作满意度？
4.调查结果
参与者是 126 名有工作的成年人，其中一半以上是女性(见表 1)。

表 3 显示了他们为哪些组织工作。

43名参与者为一位女性主管工作，79 名为一位男性主管工作(见表 2)，年龄在 25 至41 岁之间(平均值=30.44，标准差=16)，而主
管的年龄在 30 至71 岁之间(平均值=48，标准差=12.7)。

表 3 包含了有关参与者组织类型的信息。

表 1：参与者的性别
表 2：主管的性别
表 3：参与者的组织
表4 显示了问卷项目和沟通能力的平均得分。

克朗巴哈系数为 0.809，平均维数为 3.13。

表 4：沟通满意度
表5 列出了与工作满意度相关的项目和平均分。

克朗巴哈系数为0.787（见表 5）。

表 5：工作满意度
沟通满意度量表项目和平均得分可以在表 6 中看到。

克朗巴哈系数为
0.800，平均维数为 3.53。

表 6：沟通能力
领导风格采用 20 项领导风格问卷进行测量。

最初，这个量表有 20 个不同的项目来评估领导风格。

20 个项目中有 10 个项目与任务型风格有关，其余的项目与关系型风格有关。

在本研究中，我们用一个量表来衡量领导风格，但下面我们用两个不同的表格来显示任务型和关系型的项目的平均分数和克朗巴哈系数的结果。

表7：领导风格（任务型）
表8：领导风格（关系型）
第一个假设是主管沟通能力与员工工作和沟通满意度之间存在显著的正相关关系。

皮尔逊相关系数支持这一假设，指出预测变量和标准变量之间存在统计学上的显著的正相关关系。

沟通能力与沟通满意度的关系强于沟通能力与工作满意度的关系。

第二个假设预测了主管的关系型领导风格与员工工作和沟通满意度之间存在显著的正相关关系，皮尔逊相关系数支持这一假设。

主管的关系型领导风格与员工沟通满意度的关系较强，而主管的关系型领导风格与员工工作满意度的关系较弱。

第三个假设表明，主管的任务型领导风格与员工工作和沟通满意度之间存在显著的正相关关系。

皮尔逊相关系数支持这一假设。

然而，这两种关系都很弱。

第四个假设是，主管的任务型和关系型领导风格与他们的沟通能力之间存在显著的正相关关系。

皮尔逊相关系数支持这一假设。

对于这两个组件，它们之间的关系都很强。

5.讨论
当今社会，企业最重要的特征就是员工。

与员工建立有效的沟通是整个内
部流程和运作的一个组成部分，这取决于领导的沟通能力。

当领导在员工之间
建立有效的沟通时，这将被视为已经为确定和消除公司遇到的问题和障碍迈出
了重要的一步。

员工对工作和沟通的满意度对于实现企业目标非常重要。

影响这种满意度
的两个基本方面是管理者与沟通部门的领导风格。

与员工建立的沟通具有许多重要的功能。

这些可以被列为获取信息、说服
和影响、提供指导和与教育培训相结合。

领导者拥有的沟通能力对正确地履行
这些职能起着关键作用，因为这种能力是与员工形成双方满意关系的里程碑之一。

除了主管的沟通能力外，他的领导风格也影响了员工的沟通和工作满意度。

Mudlock（2008）曾在一项研究中研究了沟通能力、领导风格与员工沟通和工作满意度之间的关系，并确定这三者之间存在着强烈的正相关关系。

本研究
也源于 Mudlock 的研究，并在土耳其验证了同样的假设，最终得到了类似的结果。

根据这些结果，沟通能力和沟通满意度之间的关系是强烈的。

这种具有统
计意义和积极意义的关系表明，主管必须发展其沟通能力，并将这些能力转变
为其领导风格的一个组成部分。

结果表明，主管沟通能力对员工的工作满意度有着积极的影响，尽管其影
响程度不如沟通满意度。

员工沟通和工作满意度对企业内外目标的绩效、确保
市场增长、提高客户满意度、提高销售业绩、创造良好的企业声誉都有着重要
的意义。

因此，主管人员必须致力于发展他们的沟通能力。

显然，沟通能力是
决定任务型和关系型领导风格的因素之一。

研究发现，主管的关系型领导风格与员工沟通满意度之间存在较强的相关
性。

关系型领导风格是指在作为领导者的同时，将与他人建立的关系置于核心位置，并对关系进行正确的管理。

在这方面，主管人员在发展其沟通能力的同时，关注他们的关系领导技能，将会产生积极的结果。

以任务为导向的领导风格强调获得合适的业务方法，并仔细检查团队成员，以确保业务的成功。

领导者与团队成员之间使用的沟通渠道只与激活结构和获得结果有关（Bloisit 等，2003：574）。

因此，作为一个任务型的领导者，他只评估员工的任务绩效，对员工的工作和沟通满意度没有直接的显著影响。

由于管理者不能建立有效的沟通来发展任何形式的关系，因此与员工的沟通满意度之间的关系产生较弱的结果是很自然的。

总之，本研究表明，领导者的沟通能力和关系型领导风格对员工满意度有着积极的影响，并在这方面为企业提供了一种指导，使企业更愿意专注于提高沟通质量和支持关系型领导风格。