Building psychological contract: the role of leader member exchanges

Abstract

Purpose The purpose of this paper is to address the building blocks for psychological contract among public institutions in Uganda by investigating the mediation effect of leader-member exchanges (LMX) in the relationship between perceived environmental dynamism and psychological contract. Design/methodology/approach The authors use structural equation modelling (AMOS) to investigate the hypotheses. Findings LMX is a significant mediator in the association between generational work values and psychological contract and technological advancement and psychological contract among employees in public institutions in Uganda. Practical implications At commissions and agencies level, generational work values and technological advancement seem to create better effects on employee-employer unwritten expectations and obligations when they go through LMX. This has important implications for the investment in and outcomes of these LMX endeavours from both the employer and the employee. Originality/value The study is one of the pioneers to demonstrate that the presence of LMX reflected in the form of a dyadic relationship helps to extend the positive effects generational work values and technological advancement have on psychological contract.

Longitudinal study of antecedents of work engagement in Thailand

“…Based on the recommendations by Yun et al (2007) and Chang and Hancock (2003), job-related information should be clarified with effective communication, feedback and socialization. By using their formal and informal power, managers and leaders can influence the perceptions of performance expectations (Kasekende et al, 2016). As a second finding, self-efficacy emerged as a moderator in the relationship between job demands and work engagement.…”

Do We Stay or Do We Go? Empowering Leadership, Psychological Contracts and Turnover Intention Across Generations

“…Because research on empowering leadership and psychological contracts is limited to date, we refer to other types of leadership to explore the relationship with psychological contracts. This is possible because the pattern of results for empowering leadership is similar to that for other types of leadership, such as ethical or servant leadership and LMX (Delobbe et al, 2016;Kasekende, 2017;Kasekende et al, 2016;Panaccio et al, 2015;Peng et al, 2016;Raeder & Lamøy, 2022;Tseng & Wu, 2017). Leadership increases the fulfillment and reduces the breach of the psychological contract.…”