Original Research
Exploring manager-subordinate dyads: The moderating effect of supervisory support on the relationship between work locus of control and job involvement
South African Journal of Business Management | Vol 23, No 2 | a884 |
DOI: https://doi.org/10.4102/sajbm.v23i2.884
| © 2018 Christopher G. Nunns, Loukia Argirys
| This work is licensed under CC Attribution 4.0
Submitted: 17 October 2018 | Published: 30 June 1992
Submitted: 17 October 2018 | Published: 30 June 1992
About the author(s)
Christopher G. Nunns, Department of Psychology, University of the Witwatersrand, South AfricaLoukia Argirys, Department of Psychology, University of the Witwatersrand, South Africa
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In this article the moderating effect of supervisory support on the relationship between work locus of control and job involvement is investigated. Seventy non-managerial banking employees constituted the sample. Using the statistical technique of Moderated Multiple Regression, results indicated high supervisory support enhances job involvement of employees with an external locus of control orientation. High supervisory support was found to inhibit involvement of employees with an internal locus of control orientation. Limitations of the results are discussed, as are implications for leadership research and practice.
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