Supervisors, Mentors, and Role Models: Do They Reduce the Effects of Psychological Contract Breach?

Abstract

We suggest that supportive supervision, mentoring relationships, and role model relationships will mitigate the negative effects of psychological contract breach. Supervisor support and mentoring relationships buffered the negative effects of psychological contract breach on employees' perceived organizational support. However, employees with role models had stronger negative reactions to breach.

A Trojan Horse? The implications of managerial coaching for leadership theory

“…The regression analysis highlights the importance of both OSE and LMX. Although managerial coaching may resemble informal and implicit activities (Heslin et al 2006;Kulik and Bainbridge 2006;Larsen and Brewster 2003;McGuire et al 2008), rather than planned and formal coaching sessions, these interactions are built on experiences from months or years of managers working with their team members incorporating past evaluations of performance as well as both positive and negative feedback exchanges (Zagenczyk et al 2009). These processes are affected by the quality of relationships with subordinates (Gregory and Levy 2010;London and Smither 2002).…”

Psychological Contracts and Organizational Identification: The Mediating Effect of Perceived Organizational Support

“…This is a critical oversight in the literature: if psychological contract breach is commonplace or perhaps even an inevitable aspect of life in today's organizations (e.g., Rousseau 2001), it is imperative to understand explicitly why it is related to identification and disidentification. By understanding the process through which psychological breach affects the employer-employee relationship and ultimately employee behaviors, organizational interventions can be developed to ameliorate the problem (e.g., Zagenczyk et al 2009). In the following paragraphs, we review research on OST and organizational identification and then argue that OST offers a unifying framework for research on psychological contract breach, POS, and organizational identification/disidentification.…”

“…Beta values are standardized estimates from final step of analysis. a Gender: male = 0, female = 1; b Age: years 2007; Gibney et al 2009;Piccolo and Colquitt 2006;Zagenczyk et al 2009), we recruited respondents with the aid of MarketTools.com, an organization which maintains a large opt-in database of individuals willing to participate in on-line surveys for small incentives. At Time 1, MarketTools.com sent a link to the survey which we prepared (i.e., URL) via e-mail to 1,000 full-time, white-collar employees who had volunteered to participate.…”

Developing tomorrow's talent: the case of an undergraduate mentoring programme

“…The nature of the professional or career-related support typically involves "sponsorship, exposure, visibility, coaching, protection and challenging assignments" (Zagenczyk et al, 2009, p. 240;Kram, 1985). The personal or psychosocial support aspects of mentoring focus upon the interpersonal dimensions and include friendship, confirmation, acceptance, confidence building and counselling (Beech and Brockbank, 1999;Kram, 1985;Zagenczyk et al, 2009). These psychosocial and career advancement dimensions of mentoring produce different protégé outcomes, as outlined by Ragins and Kram (2007, pp.…”

“…Alongside the evidence of graduates leaving the hospitality and tourism industries (Deery, 2008;HEFCE, 2001;Purcell and Quinn, 1996) and calls for better talent management strategies (Barron, 2008;Baum, 2008;D'Annunzio-Green, 2008) the value of the psychosocial dimension (Beech and Brockbank, 1999;Kram, 1985;Zagenczyk et al, 2009) to mentoring should not be dismissed. Therefore facilitating mentors and mentees opportunities for longer-term relationships after graduation seem to be appropriate and may ameliorate some of the problems of management talent loss.…”