Investigating the moderating effects of leader-member exchange in the psychological contract breach-employee performance relationship: A test of two competing perspectives

Restubog, Simon Lloyd D., Bordia, Prashant, Tang, Robert L. and Krebs, Scott A. (2010) Investigating the moderating effects of leader-member exchange in the psychological contract breach-employee performance relationship: A test of two competing perspectives. British Journal of Management, 21 2: 422-437. doi:10.1111/j.1467-8551.2009.00673.x


Author Restubog, Simon Lloyd D.
Bordia, Prashant
Tang, Robert L.
Krebs, Scott A.
Title Investigating the moderating effects of leader-member exchange in the psychological contract breach-employee performance relationship: A test of two competing perspectives
Journal name British Journal of Management   Check publisher's open access policy
ISSN 1045-3172
1467-8551
Publication date 2010-06
Year available 2009
Sub-type Article (original research)
DOI 10.1111/j.1467-8551.2009.00673.x
Volume 21
Issue 2
Start page 422
End page 437
Total pages 16
Place of publication Oxford, United Kingdom
Publisher Wiley-Blackwell Publishing
Collection year 2011
Language eng
Abstract Leader-member exchange (LMX) has been characterized as a form of social support capable of buffering the effects of negative work experiences. However, employees with high-quality relationships with leaders in the organization may have stronger negative reactions when psychological contracts are breached. Thus, while a social support perspective would suggest that LMX minimizes the adverse impact of psychological contract breach on employee performance, a betrayal perspective proposes that high LMX would aggravate the negative effects. Using cross-sectional and longitudinal research designs, results across three samples provided support for the betrayal perspective. That is, breach had a stronger negative relationship with organizational citizenship behaviours and in-role performance under conditions of high LMX. Implications of these results and future research directions are discussed. © 2009 British Academy of Management.
Keyword Perceived Organizational Support
Social Support
Job-attitudes
Citizenship behaviors
Work
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ
Additional Notes Article first published online 6th October 2009.

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2011 Collection
School of Psychology Publications
 
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Created: Sun, 30 May 2010, 00:07:19 EST