Job Stress and the Buffering Effect of Supervisory Support

Abstract

This investigation examined the buffering model of social support with respect to the moderating effect of supervisory support on the relationship between job stress and job dissatisfaction for 96 employed graduate and undergraduate business students. Although a cross-sectional design was employed, results are consistent with the hypothesis that supervisory support acts as a stress buffer only for individuals who are relationship—oriented—as measured by Fiedler's (1967) esteem for least preferred co-worker (LPC) scale. Implications for organizational interventions and for linking of leadership theory with the stress-buffering model of supervisory support are discussed.