– Utilizing attribution theory, the purpose of this paper is to propose a more nuanced theoretical understanding of role clarity – supervisor satisfaction trajectories. The authors also identify leadership characteristics that moderate these trajectories: supervisor developmental feedback (SDF) and interpersonal justice.
– In this field study, survey responses were collected from 334 employees. Data were submitted to hierarchical polynomial regression.
– The impact of too much role clarity was dependent on the level of interpersonal justice and SDF. When these moderators were high, too much role clarity had a decremental effect on supervisor satisfaction. When these moderatos were low, high role clarity was depicted by an asymptotic trajectory.
– Cross-sectional data were collected from a single source. Future research might attempt to replicate findings using longitudinal designs and multiple data sources. Proposed mediating mechanisms might be measured and incorporated into tests of the theoretical models.
– When managing employee role clarity, more is not always better. Decision makers should examine supervisor-subordinate characteristics to predict employee responses to increased levels of role clarity. Even under optimal conditions, one should expect decreasing marginal returns from role clarity interventions.
– This is the first study to explore nonlinear relationships between role clarity and supervisor satisfaction. This is also the first study to explore moderators of role clarity trajectories.
