Perceived social competencies of leaders and work satisfaction

Members of a city department were asked to rate social competencies of their leaders, their own expectations of social competencies, and their own job satisfaction. Results support three of four hypotheses: various demographical groups differ systematically in their expectations of social competencies (hypotheses 1). Satisfaction with the leader is the strongest predictor of general job satisfaction (hypotheses 2). Perceived social competencies of leaders predict satisfaction with leaders as well as general job satisfaction (hypotheses 3). Hypothesis 4 was not supported: the difference between expected and perceived social competencies do not predict satisfaction better than just the perceived social competencies.