Authoritarianism is a traditional leadership style based on hierarchical family structure that still exists in modern Chinese business. Past research seldom examined the relationship between supervisors’ authoritarianism and subordinates’ emotional responses and well-being. This study intends to explore the influence of supervisors’ authoritarianism on subordinates' anger responses and job satisfaction. Authoritarianism consists of four kinds of behaviors: authority and control, underestimation of subordinate competence, image building, and didactic behavior. These behaviors typically evoke anger. We hypothesized that supervisors’ authoritarian behaviors would trigger subordinates’ anger feeling. Besides, Three different theoretical viewpoints (Chinese authority orientation, social power, and emotional transaction and dramaturgical theory) lead us to contend that when supervisors are authoritarian, subordinates have strong tendency to suppress their anger. Finally, People in Chinese societies treat anger suppression as a normal condition. We hypothesized that the effect of subordinates’ anger suppression on job satisfaction would be less profound than the effect of subordinate’ real anger feeling on job satisfaction. Results showed that supervisors’ authoritarian behaviors do influence their subordinates' anger feeling, and can predict the subordinates' tendency to suppress anger. Further, supervisors’ authoritarian behaviors have a negative effect on subordinates' job satisfaction through feeling of anger, but not through the mediating process of anger suppression. These results suggest that the so-called “emotional dissonance” phenomenon in Western society may not have the same influence on subordinates' well-being in non- Western societies. Implications, limitations, and directions for future research and application in management are discussed.