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

Simon Lloyd D. Restubog, Prashant Bordia, Robert L. Tang, Scott A. Krebs

Research output: Contribution to journalArticle


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.

Original languageEnglish (US)
Pages (from-to)422-437
Number of pages16
JournalBritish Journal of Management
Issue number2
StatePublished - Jun 1 2010
Externally publishedYes


ASJC Scopus subject areas

  • Business, Management and Accounting(all)
  • Strategy and Management
  • Management of Technology and Innovation

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