Development and initial validation of a measure of supportive and unsupportive managerial behaviors

Studies documenting the positive consequences of managerial support have continued unabated, despite considerable ambiguity surrounding the conceptualization of this construct and the adoption of measures that lack specificity. Moreover, research on the positive effects of managerial support has overshadowed our understanding of the ways in which managers contribute to job strain. In order to address these gaps, we took an inductive approach, documenting supportive, and unsupportive managerial behaviors reported by a sample of 25 employees working in a variety of occupations. We subsequently developed a new measure of supportive and unsupportive managerial behaviors and validated it with two separate samples (N = 100; N = 247). The measure demonstrated strong internal reliability and convergent validity. Factor analysis of the measure yielded a two-factor model of support and a one-factor structure of unsupportive behaviors. Theoretical and organizational implications of the findings are discussed.