The SAGE Handbook of Organizational Wellbeing is a comprehensive and cutting-edge work providing the latest insights into a range of perspectives on organizational wellbeing, as well as highlighting global wellbeing issues and exploring new contexts. Topics covered include: digital working and social media, LGBTQIA+ identifications and work, suicide at work, refugee workers, and mental health. A multi- and inter-disciplinary work, this handbook embraces ideas and empirical work from a range of fields including psychology, business and management, economics, and science. This handbook draws together current knowledge whilst also outlining emerging issues and directions, making this an invaluable resource for students and researchers spanning a wide array of disciplines. Part 1: Theoretical Perspectives; Part 2: International Issues and Contexts; Part 3: Developing Organizational Wellbeing; and Part 4: Emerging Issues and Directions.

Chapter 6: Requesting and Receiving Supervisor Support and the Implications for Organizational Wellbeing

Requesting and Receiving Supervisor Support and the Implications for Organizational Wellbeing

Requesting and receiving supervisor support and the implications for organizational wellbeing
Thomas D. McIlroy Stacey L. Parker Blake M. McKimmie

Introduction

Social support from a supervisor is an important job resource that needs to be available to employees for optimal wellbeing. Theoretical frameworks that incorporate supervisor support as a job resource, such as the Job Demand-Control-Support (JDCS) model (Johnson et al., 1989; Johnson and Hall, 1988), Job Demand-Resources (JDR) model (Demerouti et al., 2001), Conservation of Resources (COR) theory (Hobfoll, 1989), and Self-Determination Theory (SDT; Deci and Ryan, 2000; Van den Broeck et al., 2008), propose that having access to ...

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