Linking the Perceived Strength Supports Both From Organization and Supervisor to Performances: The Roles of Strengths-Based Climate and Meaningful Task

Abstract

Although employee strengths use has gained popularity in academia and practice, our understanding of its effective application for maximizing employee performance remains insufficient. This study investigates the interaction between perceived organizational and supervisor support for strengths use and employees’ strengths-based psychological climate and job performance. Using multi-wave data from 241 employee–supervisor dyads, the results of polynomial regression equations with a response surface analysis show that the higher the congruence between perceived organizational and supervisor support for strengths use, the better the strengths-based psychological climate. The congruence between these two forms of support has indirect effects on task performance and organizational citizenship behaviors (OCB) via the strengths-based psychological climate. Furthermore, while meaningful work is found to enhance the indirect effect of congruence on task performance through the strengths-based psychological climate, task interdependence does not strengthen the indirect effect of congruence on OCB. This study highlights the importance of the congruence between perceived organizational and supervisor support for strengths use in promoting employee performance and provides several useful practical implications for both organizations and career counselors.