Investigating the Moderating Effects of Leader-Member Exchange in the Psychological Contract Breach-Employee Performance Relationship: A Test of Two Competing Perspectives
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...[Show more]
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|Source:||British Journal of Management|
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