ABSTRACT:- The relationship between Managerial Leadership Adaptability Score and job satisfaction was investigated among 240 randomly selected subordinates, between the ages of 20 – 65 years, working in hospitals within the southern region of the United States. The Hersey’s perspective of the Situational Leadership®Model and Spector’s (1997) Job Satisfaction Scale were used in this investigation to obtain data for analysis. Results of the investigation revealed that the selling leadership style (S2 – 40%) and delegating leadership styles (S4 – 33.3%) were the dominant styles practiced by managers. However, multimodal managerial leadership styles were also identified (S1S2S3, S2S3, and S2S4). Participants considered contingent reward the most critical component of job satisfaction, while communications were considered the least. Sixty percent of the participants indicated that their managers had a low level of adaptability (LAS < 24). Conversely, 10 percent reported that their leader had a high level of adaptability (LAS > 30); and 30 percent said their leaders had moderate flexibility (LAS ≥24≤30).

Keywords:- Dominant Leadership Style: Job Satisfaction: Situational Leadership: Leadership Adaptability.