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behavior vis-à-vis subordinate attitudes and performance are supervisor initiating structure and consideration. Initiating structure is the level to which a leader/supervisor guides subordinates, clarifies their roles, and plans, coordinates, problem solves, criticizes, and forces them to give an exceptional performance. Consideration is the extent to which a leader/supervisor is supportive, friendly, and considerate of subordinates, consults with them, represents their interests, has open communications with them, and recognizes their contributions.

Supervisors should monitor employee accomplishment of performance outcomes and try to discover reaction on their own effectiveness. Relationships expand little by little and gradually over time and need to be 'recalibrated' through ongoing communication between the supervisor and the employee. This ongoing communication often continues even when an employee has shifted to another position (Kram, 1985 & Moberg, 1994).

Hill (1992) pointed out that new subordinates usually required counsel from their earlier supervisors rather than existing supervisors in order to resolve their different job related issues. Supervisors should have to advice employees and get ready them for their future and career related transitions. Supervisors should look forward to maturation in their relationships with employees. They should have to support employees to become more independent and at the same time spot their own need to move beyond a development role.

Staw, Sutton, & Pelled (1994) explain how helpful feeling helps subordinate to obtain favorable outcomes at work place. It has been observed that feeling and positive emotions on the job have favorable impact on: (1) independent relationship of employees with, (2) reactions of others to employees, and (3) reactions of employees to others. These three sets of factors or variables are very important, in turn, to lead to work achievement, job enrichment and a higher quality social context.

Employee creativity has been considered to be the creation of thoughts, products, or procedures that are (1) narrative or unique and (2) potentially helpful to the employing organization. These thoughts may be a sign of either a recombination of accessible resources or an opening of fresh materials to the organization. That is, creative work can be generated by employees in any job and at any level of the organization, not just in jobs that are traditionally viewed as necessitating creativity. Finally, we observed creativity as differing from innovation in that the previous linked to ideas formed at the individual point, while the second one refers to the implementation of these thoughts at the organization level. As noted before, that helpful behavior on the part of others in a work-place (such as, coworkers and supervisors) enhances employees' creativity. It means the more supervisors were cheering of employees, the more creative ideas they submitted to an organization's suggestion program. Thus, the more employees' supervisors and coworkers offer support for creativity, the higher employees' creative performance will be (Amabile, 1996).

As supervisors act as organizational agents in their treatment of subordinates, Perceived Supervisor Support should contribute to Perceived Organizational Support. The strength of this relationship would depend on the degree to which employees identify the sup