Purpose The present study builds on prior research
involving organizational support theory and the trickle-
down effects of supervisors’ perceived organizational
support (POS). We examine benefits of supervisor POS for
the supervisors themselves (enhanced affective commit-
ment and in-role performance), and a behavioral mecha-
nism through which supervisors’ POS may lead to
subordinate dedication, a multifaceted conceptualization of
performance.
Design/Methodology/Approach Using three sources of
data (from 139 human resource professionals, their 47
supervisors, and the 22 bosses of their supervisors) we
assessed the hypothesized relationships using multilevel
path modeling.
Findings Supervisors’ POS related positively to supervi-
sors’ affective commitment to their organization, resulting
in better supervisor in-role performance two months later.
Also, having better performing supervisors resulted in
more dedication by employees in the form of extra-role
performance, as rated by their supervisor 2 months later,
and extra hours worked.
Implications It appears providing organizational support to
supervisors may result in beneficial outcomes for the
supervisors and the organization in terms of supervisors’
enhanced emotional attachment to the company, and better
performance in their job, with consequences for

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• How Far Can Support Go? Supported Supervisors’ Performance and Subordinate Dedication