Support in Managerial Work Groups: Psychological Climate, Role, Feedback, Behaviour and Satisfaction

Andrew Crouch
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Andrew Crouch: Australian Graduate School of Management. Helpful comments by Philip Yetton and Preston Bottger are gratefully acknowledged.

Australian Journal of Management, 1984, vol. 9, issue 1, 1-21

Abstract: Theory and evidence across several organisational literatures identify a complex and ill defined set of factors which relate to support in managerial work teams. This article delineates a pattern of relationships among a set of theoretically relevant and contiguous variables including job feedback, hierarchical role, supportive psychological climate, support behaviour and satisfaction with supervision. This pattern is tested and some anomalies are identified which are explained in terms of different perceptions of support by people with different vertical dyad relationships with their manager. As such, vertical dyad relationships are argued to be important factors of work group social structure. Subjects are 309 managers and subordinates from 59 managerial work teams.

Keywords: SUPPORT; MANAGERIAL WORK TEAMS; PSYCHOLOGICAL CLIMATE; BEHAVIOUR; JOB FEEDBACK; HIERARCHICAL ROLE; SATISFACTION WITH SUPERVISION (search for similar items in EconPapers)
Date: 1984
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:9:y:1984:i:1:p:1-21

DOI: 10.1177/031289628400900101

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