Antecedents to supportive supervision: An examination of biographical data
The purpose of this study was to contribute to the limited body of knowledge of antecedents to supervisor support by utilizing the ecology model to explore the biographical information that differentiates highly supportive supervisors from those who are less supportive. We analysed qualitative biogr...
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Published in | Journal of occupational and organizational psychology Vol. 86; no. 3; pp. 288 - 309 |
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Main Authors | , , , , , |
Format | Journal Article |
Language | English |
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Biggleswade
Blackwell Publishing Ltd
01.09.2013
British Psychological Society |
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Abstract | The purpose of this study was to contribute to the limited body of knowledge of antecedents to supervisor support by utilizing the ecology model to explore the biographical information that differentiates highly supportive supervisors from those who are less supportive. We analysed qualitative biographical data from 65 supervisors rated as highly supportive and 63 supervisors rated as less supportive by their subordinates, comparing and contrasting their personality characteristics, work experiences, and life experiences. We found that highly supportive supervisors were more likely to see themselves as being warm and sociable, to think that their communication and leadership skills were their key strengths, and they were more involved in a variety of social and professional groups than less supportive supervisors. Supportive supervision is one way organizations can inexpensively work to build the job skills, abilities, and the interpersonal skills of organizational members. On the basis of the findings of this study, we propose some ways in which an organization can hire and develop supervisors to be more supportive.
Practitioner points
Utilizing the ecology model as a framework, potential antecedents to supervisor supportiveness are examined.
Implications for research and practice related to developing and selecting for supportive supervision are discussed. |
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AbstractList | The purpose of this study was to contribute to the limited body of knowledge of antecedents to supervisor support by utilizing the ecology model to explore the biographical information that differentiates highly supportive supervisors from those who are less supportive. We analysed qualitative biographical data from 65 supervisors rated as highly supportive and 63 supervisors rated as less supportive by their subordinates, comparing and contrasting their personality characteristics, work experiences, and life experiences. We found that highly supportive supervisors were more likely to see themselves as being warm and sociable, to think that their communication and leadership skills were their key strengths, and they were more involved in a variety of social and professional groups than less supportive supervisors. Supportive supervision is one way organizations can inexpensively work to build the job skills, abilities, and the interpersonal skills of organizational members. On the basis of the findings of this study, we propose some ways in which an organization can hire and develop supervisors to be more supportive. [PUBLICATION ABSTRACT] The purpose of this study was to contribute to the limited body of knowledge of antecedents to supervisor support by utilizing the ecology model to explore the biographical information that differentiates highly supportive supervisors from those who are less supportive. We analysed qualitative biographical data from 65 supervisors rated as highly supportive and 63 supervisors rated as less supportive by their subordinates, comparing and contrasting their personality characteristics, work experiences, and life experiences. We found that highly supportive supervisors were more likely to see themselves as being warm and sociable, to think that their communication and leadership skills were their key strengths, and they were more involved in a variety of social and professional groups than less supportive supervisors. Supportive supervision is one way organizations can inexpensively work to build the job skills, abilities, and the interpersonal skills of organizational members. On the basis of the findings of this study, we propose some ways in which an organization can hire and develop supervisors to be more supportive. Practitioner points Utilizing the ecology model as a framework, potential antecedents to supervisor supportiveness are examined. Implications for research and practice related to developing and selecting for supportive supervision are discussed. The purpose of this study was to contribute to the limited body of knowledge of antecedents to supervisor support by utilizing the ecology model to explore the biographical information that differentiates highly supportive supervisors from those who are less supportive. We analysed qualitative biographical data from 65 supervisors rated as highly supportive and 63 supervisors rated as less supportive by their subordinates, comparing and contrasting their personality characteristics, work experiences, and life experiences. We found that highly supportive supervisors were more likely to see themselves as being warm and sociable, to think that their communication and leadership skills were their key strengths, and they were more involved in a variety of social and professional groups than less supportive supervisors. Supportive supervision is one way organizations can inexpensively work to build the job skills, abilities, and the interpersonal skills of organizational members. On the basis of the findings of this study, we propose some ways in which an organization can hire and develop supervisors to be more supportive. Adapted from the source document. The purpose of this study was to contribute to the limited body of knowledge of antecedents to supervisor support by utilizing the ecology model to explore the biographical information that differentiates highly supportive supervisors from those who are less supportive. We analysed qualitative biographical data from 65 supervisors rated as highly supportive and 63 supervisors rated as less supportive by their subordinates, comparing and contrasting their personality characteristics, work experiences, and life experiences. We found that highly supportive supervisors were more likely to see themselves as being warm and sociable, to think that their communication and leadership skills were their key strengths, and they were more involved in a variety of social and professional groups than less supportive supervisors. Supportive supervision is one way organizations can inexpensively work to build the job skills, abilities, and the interpersonal skills of organizational members. On the basis of the findings of this study, we propose some ways in which an organization can hire and develop supervisors to be more supportive. Adapted from the source document. Reprinted by permission of the British Psychological Society |
Author | Shanock, Linda R. Altman, David G. Rogelberg, Steven G. W. Scott, Cliff Paustian-Underdahl, Samantha C. Justice, Logan |
Author_xml | – sequence: 1 givenname: Samantha C. surname: Paustian-Underdahl fullname: Paustian-Underdahl, Samantha C. email: spaustian@cba.ua.edu organization: Department of Management & Marketing, Culverhouse College of Commerce and Business Administration, University of Alabama, Alabama, Tuscaloosa, USA – sequence: 2 givenname: Linda R. surname: Shanock fullname: Shanock, Linda R. organization: Organizational Science, The University of North Carolina at Charlotte, North Carolina, USA – sequence: 3 givenname: Steven G. surname: Rogelberg fullname: Rogelberg, Steven G. organization: Organizational Science, The University of North Carolina at Charlotte, North Carolina, USA – sequence: 4 givenname: Cliff surname: W. Scott fullname: W. Scott, Cliff organization: Organizational Science, The University of North Carolina at Charlotte, North Carolina, USA – sequence: 5 givenname: Logan surname: Justice fullname: Justice, Logan organization: Organizational Science, The University of North Carolina at Charlotte, North Carolina, USA – sequence: 6 givenname: David G. surname: Altman fullname: Altman, David G. organization: The Center for Creative Leadership, North Carolina, Greensboro, USA |
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SubjectTerms | Biographical data Biological and medical sciences Employee management relations Fundamental and applied biological sciences. Psychology Interpersonal relations Interpersonal skills Leadership Life experiences Management theory Managerial skills Occupational psychology Organization and management. Professional relation Organizational behavior Organizational culture Organizational effectiveness Organizational structure Psychology. Psychoanalysis. Psychiatry Psychology. Psychophysiology Studies Subordinates Supervisors |
Title | Antecedents to supportive supervision: An examination of biographical data |
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