This study aims to investigate the relationship between coaches’ and assistant coaches’ perceptions of their superior's power base, and the coaches’ perceptions of their own job satisfaction in sports organizations, using evidence from elite and non-elite settings in the UK. A quantitative methods approach was used to gather the data. Two hundred and twenty-five surveys were completed from coaches and assistant coaches of elite and non-elite sports organizations. Data were analyzed using SPSS. The results revealed that there is a positive relationship between power bases and job satisfaction. Interestingly, the results of this study can be summarized in the following points: a) there are positive relationships between power bases and job satisfaction; b) there was no difference between elite and non-elite settings in power bases; c) there is no difference between elite and non-elite settings in job satisfaction. Practical implications of the findings are discussed, together with limitations and ideas for future research.