Book of Abstracts

Having a supportive and benevolent leader yields beneficial outcomes for both employees and organizations. It is important to identify the mechanisms underpinning these relationships. In this study, three main hypotheses regarding this topic were examined. First, based on social exchange theory, it was assumed that perceived supervisor support (PSS) would increase the gratitude toward the organization, which in turn would enhance job engagement. Second, following the job demands-resources approach, it was hypothesized that PSS would increase the gratitude toward the organization, which in turn would decrease the burnout. Finally, in the line of social learning theory, it was assumed that PSS, through elevating the organizational gratefulness, would decrease the egoistic attitude at work. The data concerned two samples, comprising 1000 (cross-sectional design) and 333 (longitudinal design) Poles employed under contract of employment in various Polish organizations. Both cross-sectional and longitudinal data showed that PSS increases the employees' gratitude toward the organization, leading indirectly to higher job engagement and a lower level of egoism at work and burnout. Depending on the research sample, small to medium indirect effects were noticed in reference to egoism at work and burnout,  and medium to large indirect effects were found regarding job engagement. The theoretical and practical implications were presented with emphasis on the crucial role of leaders in building work gratitude towards the organization as a bridge to achieve favorable effects at work.