Supervisory guidance and behavioral integrity: Relationships with employee citizenship and deviant behavior.

The authors examined the effects of supervisory guidance (providing instruction to employees) and behavioral integrity (a pattern of word-deed alignment) on employee organizational citizenship behavior (OCB) and deviant behavior. Results revealed a pattern of Supervisory Guidance x Behavioral Integrity interaction effects, such that relationships between guidance and outcome variables were dependent on the level of behavioral integrity exhibited by supervisors. The interactions suggest a positive relationship between supervisory guidance and OCBs when behavioral integrity is high but also a positive relationship between guidance and deviant behavior when behavioral integrity is low. These results were consistent across 2 independent field samples: 1 assessing individual employee perceptions of supervisory behavior and the other assessing aggregate perceptions of supervisory behavior among employees in bank branches. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationship between supervisors' and trainees' cognitive styles and the supervision process.

33 beginning counseling practicum students and their supervisors rated their supervisory relationship and satisfaction with supervision; supervisors also evaluated their trainees. Ss' cognitive styles were determined through the Myers-Briggs Type Indicator (MBTI). The Barrett-Lennard Relationship Inventory, Counselor Evaluation and Rating Scale, and individual Likert scales were used as measures of the independent variables. Trainees' scores on certain indices (most notably the Sensing–Intuition index) were related to supervisors' perceptions of the interpersonal nature of their relationship, supervisors' satisfaction with trainees' performances, and supervisors' evaluations of trainees. On the other hand, supervisors' cognitive styles were not related to the independent variables. Cognitive style similarity between supervisor and trainees on specific MBTI scales was related to mutual perceptions of their interpersonal relationships. (44 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of supervisor and supervisee degree level and gender on the supervisory relationship.

86 graduate counseling students and 92 supervisors rated their relationships 3 times during a semester. At the semester's end, supervisees decribed the perceived frequency of performance of supervisor behaviors. Supervisors and supervisees differed in their perceptions of the relationship and how it developed. Supervisees, in contrast to supervisors, saw improvement in their relationships over time. Male supervisees and supervisors both rated their relationships as better than females. Gender matching affected supervisees' perceptions of their relationships but not supervisors' perceptions. Semester-end ratings showed that supervisees discriminated between the quality of the relationship, which was affected by gender matching, supervisor gender, and supervisor behavior, and supervisor competence, which was affected only by supervisor behavior. (25 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Perceived supervisor support: Contributions to perceived organizational support and employee retention.

Three studies investigated the relationships among employees' perception of supervisor support (PSS), perceived organizational support (POS), and employee turnover. Study 1 found, with 314 employees drawn from a variety of organizations, that PSS was positively related to temporal change in POS, suggesting that PSS leads to POS. Study 2 established, with 300 retail sales employees, that the PSS-POS relationship increased with perceived supervisor status in the organization. Study 3 found, with 493 retail sales employees, evidence consistent with the view that POS completely mediated a negative relationship between PSS and employee turnover. These studies suggest that supervisors, to the extent that they are identified with the organization, contribute to POS and, ultimately, to job retention. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Verbal interaction and supervisor perception in counselor supervision.

20 dyads of masters-level counseling practicum students (aged 23–52 yrs) and their supervisors (aged 28–51 yrs) were audiotaped during 1 supervisory session. The counselor trainee's and supervisor's verbal interaction in supervision was rated using a 15-category system for analyzing supervisor–teacher interaction. These scores were correlated with the trainee's perceptions of the supervisor on the interpersonal influence characteristics of expertness, attractiveness, and trustworthiness, as measured by a supervisor rating form. 45 Pearson correlations between measures were calculated, with 8 comparisons reaching the .05 level of significance. Significant relationships were found between some categories of verbal behavior and 1 or more perceived supervisor characteristics. It is concluded that a moderate relationship exists between the nature of the interaction in supervision and perceptions the counselor forms about the supervisor. (14 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Attachment processes in the supervisory relationship: An exploratory investigation.

How do relational characteristics of clinical trainees and supervisors influence the supervisory relationship? Following suggestions that attachment theory might shed light on this question, the authors asked doctoral-level psychology interns (N = 87) to complete an online survey about attachment processes and supervision experiences. Findings indicated that perceived supervisor attachment style was significantly associated with supervision task and bond. Regardless of their own attachment style, participants reporting secure supervisors rated the supervisory bond higher than participants reporting insecure supervisors. Results of path analyses suggested that parental indifference, compulsive self-reliance, and perceived supervisor attachment style may be particularly important in shaping the supervisory alliance. Implications for training and supervision are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

It's not me, it's you: A multilevel examination of variables that impact employee coaching relationships.

Employee coaching, which we consider to be a critical part of the performance management process, is coaching done by a manager or supervisor with his or her direct reports. The current article builds on recent research on the importance of the employee coaching relationship by investigating individual difference and contextual variables that contribute to the quality of employee coaching relationships. The study uses a multilevel modeling approach to test the effects of such variables as supervisor leadership style, emotional intelligence, empathy, implicit person theory, trust, and feedback environment on employees' perceptions of the coaching relationships they share with their supervisors. Overall, supervisors' individual consideration, empathy, trust, and the feedback environment all accounted for significant variance in employees' evaluations of coaching relationships. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

The moderating role of subordinate political skill on supervisors' impressions of subordinate ingratiation and ratings of subordinate interpersonal facilitation.

Nearly 2 decades ago, social influence theorists called for a new stream of research that would investigate why and how influence tactics are effective. The present study proposed that political skill affects the style of execution of influence attempts. It utilized balance theory to explain the moderating effect of employee political skill on the relationships between self- and supervisor-reported ingratiation. Additionally, supervisor reports of subordinate ingratiation were hypothesized to be negatively related to supervisor ratings of subordinate interpersonal facilitation. Results from a combined sample of 2 retail service organizations provided evidence that subordinates with high political skill were less likely than those low in political skill to have their demonstrated ingratiation behavior perceived by targets as a manipulative influence attempt. Also, when subordinates were perceived by their supervisors to engage in more ingratiation behavior, the subordinates were rated lower on interpersonal facilitation. Implications of these findings, limitations, and future research directions are provided. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of job experience on supervisor attributions for a subordinate's poor performance.

64 undergraduates worked for 2 hrs in 6-person groups on a proofreading task. Half the Ss were supervisors and half were proofreaders; roles were alternated after 1 hr. Performance was controlled so that all supervisors believed they were evaluating a poor performing subordinate. Results show that experienced supervisors (Ss who served as supervisors first and then as proofreaders) tended to blame the environment more for the poor performance and recommended more changes in that environment than did nonexperienced supervisors. A field study with 30 military officers indicated that external attributions were positively correlated with the amount of experience the supervisor had working on the same task. Results are discussed within the framework of an attributional model of performance evaluation. (24 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Doctoral students' comparative evaluations of best and worst psychotherapy supervision.

68 male and 74 female advanced clinical and counseling psychology graduate students from 37 programs completed questionnaires comparing their best and worst supervisory experiences in terms of context, personal attributes of the supervisor, and specific interactional aspects. Results indicate that quality of supervision was not related to self-reported intellectual or emotional resources of trainees; training site; population serviced; or the gender, experience, sociability, or primary career activity of the supervisor. The best discriminators of quality were perceived expertise and trustworthiness of the supervisor, duration of training, and an emphasis on personal growth issues over the teaching of technical skills. Highly regarded supervisors were psychodynamic as opposed to behavioral, established supportive relationships, and communicated expectations and feedback clearly. Sexist behavior and authoritarian treatment were particularly detrimental to quality of supervision. These differences were not mediated by prior experience, gender, or theoretical orientation of the respondents. (28 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effect of rater race on conclusions regarding differential prediction in cognitive ability tests.

The possibility of predictive bias by race in employment tests is commonly examined by across-group comparisons of the slopes and intercepts of regression lines using test scores to predict performance measures. This research assumed that the criteria, primarily supervisory ratings, were unbiased. However, a concern is that the apparent lack of differential prediction in cognitive ability tests may be an artifact of the predominant use of performance ratings provided by supervisors who are members of the majority group; a criterion that is potentially biased against members of the minority group. We posited that ratings by a supervisor of the same race as the employee being rated would be less open to claims of bias. We compared ability-performance relationships in samples of Black and White employees that allowed for between-subjects and within-subjects comparisons under 2 conditions: when all employees were rated by a White supervisor and when each employee was rated by a supervisor of the same race. Neither analysis found evidence of predictive bias against Black employees. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Style differences of beginning supervisors: An interactional analysis.

An interactional analysis system, A. Blumberg's (1970) system for analyzing supervisor–teacher interaction (BIA), adopted from research in teacher education, was used to characterize beginning supervisory style. Two dimensions were considered: (a) the amount of variance in supervisory interaction behaviors in a group of beginning supervisors and (b) the stability of interactional behavior of individuals across 2 interviews, each with 2 trainees. 24 supervision interviews, each with 2 trainees from each of 12 beginning doctoral students, were videotaped and later analyzed with the BIA. A repeated measures 2-way ANOVA was used to analyze the BIA scores. Results indicate that the interview content differed significantly between supervisors on 7 of the 11 BIA variables and that individuals differed significantly across 2 interviews on 3 of the variables. It is concluded that beginning supervisors have individual predilections for supervisory behaviors that are stable across interviews with different trainees. (8 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Support from the top: Supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships.

The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. Thus, supervisor POS should enhance the relationships between LMX and job satisfaction and LMX and job performance for subordinates. Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

When supervisors feel supported: Relationships with subordinates' perceived supervisor support, perceived organizational support, and performance.

The authors surveyed full-time retail employees and their supervisors to investigate relationships of supervisors' perceived organizational support (POS) with subordinates' perceptions of support from their supervisors (perceived supervisor support [PSS]), POS, and in-role and extra-role performance. The authors found that supervisors' POS was positively related to their subordinates' perceptions of supervisor support. Subordinates' PSS, in turn, was positively associated with their POS, in-role performance, and extra-role performance. Beyond these bivariate relationships, subordinates' perceptions of support from the supervisor mediated positive relationships of the supervisors' POS with the subordinates' POS and performance. These findings suggest that supervisors who feel supported by the organization reciprocate with more supportive treatment for subordinates. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Dangerous liaisons: Sexual intimacies in supervision.

The existing literature concerning supervisor–supervisee sexual intimacies was reviewed before proposing a conceptualization of sexual contact in the supervisory relationship. Three definitions of sexual contact (sexual harassment, sexual involvement, and sexual discrimination) are presented. The nature of the supervisory relationship is defined by comparison with other professional relationships (instructor–student and therapist–client). The process of supervisor and speculation about vulnerabilities of trainees to sexual advances by supervisors are discussed in terms of the developmental model of therapist training. The damaging effects of sexual contact between supervisors and supervisees are discussed and suggestions for improved graduate education are noted. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Perceptions of counselor supervision: An examination of Stoltenberg's model from the perspectives of supervisor and supervisee.

We used Stoltenberg's (1981) developmental model of counselor supervision in an examination of relational consequences of supervisors' and supervisees' disagreements about a supervisee's counseling sophistication. We also sought support for Stoltenberg's proposed optimal supervision environments. Eighty-seven supervisors and 77 supervisees from 31 randomly selected university counseling and clinical psychology programs around the United States categorized supervisees as belonging to one of four developmental levels. They also provided demographic information, estimated supervisory behavior frequencies, and made satisfaction and impact ratings. Results indicated that (a) supervisors perceived themselves as varying their behavior with supervisees of different developmental levels in a manner that accorded with Stoltenberg's model, (b) supervisees did not perceive the differences reported in supervisors' behaviors, and (c) supervisees reported significantly less satisfaction and impact when they were in mismatched pairs with supervisors, although supervisors did not. In subsequent analyses, we found that supervisees preferred supervision that was characterized by a collegial relation with a focus on trainee personal development and self-understanding. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Supervisor-subordinate similarity: Types, effects, and mechanisms.

Three types of supervisor–subordinate similarity were identified: (a) perceived similarity, perceptions of how similar the supervisor and subordinate are; (b) perceptual congruence, similarity of perceptions about behaviors important in receiving a high merit pay raise; and (c) actual similarity of individual characteristics. The relation(s) among the types of similarity and of each type with various employee outcomes were examined. Results supported the distinctions among types. Each type was related to subordinate performance. Results were less consistent for job satisfaction and pay ratings. Perceived similarity yielded the strongest relation with the dependent variables. The findings also suggest that similarity affects evaluations not only through bias, but also partly because of differences in supervisor–subordinate interactions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)