The Positive Effects of Participative Decision Making for Midlevel Correctional Management

Abstract

This study examined the effects of increased participation in decision making on perceived supervisory and organizational support among middle managers within corrections. Using data collected from 146 middle managers and structural equation modeling, the authors found that increases in participation in decision making were associated with increases in both perceived supervisor support and perceived organizational support. Furthermore, the relationship between participation in decision making and perceived organizational support was partially mediated by perceived supervisor support. The present study extends the literature by being the first examination of the relationships between participation in decision making and perceived supervisor and organizational support within corrections. It also extends the corrections literature by focusing on key individuals within corrections, middle managers, who for the most part have been ignored in the published literature. Suggestions for enhancing the involvement of middle management in decisions are discussed as well as limitations and opportunities for future research.