ABSTRACT
This chapter reviews the long-standing research activity pertaining to these working relationships, with an emphasis on coworker and supervisor relationships and burnout, situating the relationships within frameworks of work demands and resources, as well as of social motivation and fit. It also is not surprising that employees form many relationships – both good and bad – with the people with whom they interact at work, including supervisors, clients, and coworkers. The chapter examines the somewhat elusive moderating effect of support on the relationship of work demands with burnout and the potential paths through which these relationships may impact burnout, within the context of contemporary research on workplace civility and incivility. It also examines some of the theoretical rationales pertaining to interpersonal relationships at work, in terms of social motivation, the Job Demands-Resources Model. The leading models of job burnout all acknowledge the importance of collegial and supervisory relationships.
