The role of leader-member exchange in the psychological contract breach - Subordinates' performance relationship

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

Research output: Contribution to conferencePaper

Abstract

The present study addresses the call for empirical-based examinations of the psychological contract breach - LMX relationship. It contributes to the literature by linking the two streams of knowledge, proposing and testing the mediating role of LMX between psychological contract breach and employee performance. We also examined the moderating role of LMX between breach and employee performance. Since high LMX relationships involve mutual trust, respect, and obligations (Dansereau, Graen, & Haga, 1975), this may further impose higher expectations on the leader. Thus, an experience of breach may be construed as a form of betrayal. As a consequence, employees with high quality LMX relationships are more likely to retaliate by performing less extra-role behaviors and by neglecting their inrole responsibilities. We present two competing perspectives in explaining the moderating role of LMX between breach and employee performance. Data were collected from 177 employees and their direct supervisors from a large manufacturing organization in the Philippines. In general, we found that psychological contract breach and LMX were significantly related to civic virtue behavior, altruism and inrole performance. Results also showed that LMX fully mediated the relationship between psychological contract breach and altruism and in-role performance but partially mediated the psychological contract breach - civic virtue behavior relationship. Finally, LMX moderated the relationship between breach and altruism. Practical implications and directions for future research are discussed.

Original languageEnglish (US)
StatePublished - Dec 1 2005
Externally publishedYes
Event65th Annual Meeting of the Academy of Management, AOM 2005 - Honolulu, HI, United States
Duration: Aug 5 2005Aug 10 2005

Other

Other65th Annual Meeting of the Academy of Management, AOM 2005
CountryUnited States
CityHonolulu, HI
Period8/5/058/10/05

Fingerprint

Leader-member exchange
Psychological contract breach
Breach
Altruism
Employee performance
Employees
Testing
Extra-role behavior
Philippines
Relationship quality
Obligation
Responsibility
Supervisors
Manufacturing organizations

Keywords

  • Employee performance
  • Leader-member exchange
  • Psychological contrac breach

ASJC Scopus subject areas

  • Information Systems and Management

Cite this

Restubog, S. L. D., Bordia, P., Krebs, S. A., & Tang, R. L. (2005). The role of leader-member exchange in the psychological contract breach - Subordinates' performance relationship. Paper presented at 65th Annual Meeting of the Academy of Management, AOM 2005, Honolulu, HI, United States.

The role of leader-member exchange in the psychological contract breach - Subordinates' performance relationship. / Restubog, Simon Lloyd D.; Bordia, Prashant; Krebs, Scott A.; Tang, Robert L.

2005. Paper presented at 65th Annual Meeting of the Academy of Management, AOM 2005, Honolulu, HI, United States.

Research output: Contribution to conferencePaper

Restubog, SLD, Bordia, P, Krebs, SA & Tang, RL 2005, 'The role of leader-member exchange in the psychological contract breach - Subordinates' performance relationship', Paper presented at 65th Annual Meeting of the Academy of Management, AOM 2005, Honolulu, HI, United States, 8/5/05 - 8/10/05.
Restubog SLD, Bordia P, Krebs SA, Tang RL. The role of leader-member exchange in the psychological contract breach - Subordinates' performance relationship. 2005. Paper presented at 65th Annual Meeting of the Academy of Management, AOM 2005, Honolulu, HI, United States.
Restubog, Simon Lloyd D. ; Bordia, Prashant ; Krebs, Scott A. ; Tang, Robert L. / The role of leader-member exchange in the psychological contract breach - Subordinates' performance relationship. Paper presented at 65th Annual Meeting of the Academy of Management, AOM 2005, Honolulu, HI, United States.
@conference{fa94871af7ba4146af5d442d6fa5850a,
title = "The role of leader-member exchange in the psychological contract breach - Subordinates' performance relationship",
abstract = "The present study addresses the call for empirical-based examinations of the psychological contract breach - LMX relationship. It contributes to the literature by linking the two streams of knowledge, proposing and testing the mediating role of LMX between psychological contract breach and employee performance. We also examined the moderating role of LMX between breach and employee performance. Since high LMX relationships involve mutual trust, respect, and obligations (Dansereau, Graen, & Haga, 1975), this may further impose higher expectations on the leader. Thus, an experience of breach may be construed as a form of betrayal. As a consequence, employees with high quality LMX relationships are more likely to retaliate by performing less extra-role behaviors and by neglecting their inrole responsibilities. We present two competing perspectives in explaining the moderating role of LMX between breach and employee performance. Data were collected from 177 employees and their direct supervisors from a large manufacturing organization in the Philippines. In general, we found that psychological contract breach and LMX were significantly related to civic virtue behavior, altruism and inrole performance. Results also showed that LMX fully mediated the relationship between psychological contract breach and altruism and in-role performance but partially mediated the psychological contract breach - civic virtue behavior relationship. Finally, LMX moderated the relationship between breach and altruism. Practical implications and directions for future research are discussed.",
keywords = "Employee performance, Leader-member exchange, Psychological contrac breach",
author = "Restubog, {Simon Lloyd D.} and Prashant Bordia and Krebs, {Scott A.} and Tang, {Robert L.}",
year = "2005",
month = "12",
day = "1",
language = "English (US)",
note = "65th Annual Meeting of the Academy of Management, AOM 2005 ; Conference date: 05-08-2005 Through 10-08-2005",

}

TY - CONF

T1 - The role of leader-member exchange in the psychological contract breach - Subordinates' performance relationship

AU - Restubog, Simon Lloyd D.

AU - Bordia, Prashant

AU - Krebs, Scott A.

AU - Tang, Robert L.

PY - 2005/12/1

Y1 - 2005/12/1

N2 - The present study addresses the call for empirical-based examinations of the psychological contract breach - LMX relationship. It contributes to the literature by linking the two streams of knowledge, proposing and testing the mediating role of LMX between psychological contract breach and employee performance. We also examined the moderating role of LMX between breach and employee performance. Since high LMX relationships involve mutual trust, respect, and obligations (Dansereau, Graen, & Haga, 1975), this may further impose higher expectations on the leader. Thus, an experience of breach may be construed as a form of betrayal. As a consequence, employees with high quality LMX relationships are more likely to retaliate by performing less extra-role behaviors and by neglecting their inrole responsibilities. We present two competing perspectives in explaining the moderating role of LMX between breach and employee performance. Data were collected from 177 employees and their direct supervisors from a large manufacturing organization in the Philippines. In general, we found that psychological contract breach and LMX were significantly related to civic virtue behavior, altruism and inrole performance. Results also showed that LMX fully mediated the relationship between psychological contract breach and altruism and in-role performance but partially mediated the psychological contract breach - civic virtue behavior relationship. Finally, LMX moderated the relationship between breach and altruism. Practical implications and directions for future research are discussed.

AB - The present study addresses the call for empirical-based examinations of the psychological contract breach - LMX relationship. It contributes to the literature by linking the two streams of knowledge, proposing and testing the mediating role of LMX between psychological contract breach and employee performance. We also examined the moderating role of LMX between breach and employee performance. Since high LMX relationships involve mutual trust, respect, and obligations (Dansereau, Graen, & Haga, 1975), this may further impose higher expectations on the leader. Thus, an experience of breach may be construed as a form of betrayal. As a consequence, employees with high quality LMX relationships are more likely to retaliate by performing less extra-role behaviors and by neglecting their inrole responsibilities. We present two competing perspectives in explaining the moderating role of LMX between breach and employee performance. Data were collected from 177 employees and their direct supervisors from a large manufacturing organization in the Philippines. In general, we found that psychological contract breach and LMX were significantly related to civic virtue behavior, altruism and inrole performance. Results also showed that LMX fully mediated the relationship between psychological contract breach and altruism and in-role performance but partially mediated the psychological contract breach - civic virtue behavior relationship. Finally, LMX moderated the relationship between breach and altruism. Practical implications and directions for future research are discussed.

KW - Employee performance

KW - Leader-member exchange

KW - Psychological contrac breach

UR - http://www.scopus.com/inward/record.url?scp=84859095528&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84859095528&partnerID=8YFLogxK

M3 - Paper

AN - SCOPUS:84859095528

ER -