Leadership style and psychological contract
Journal Publication ResearchOnline@JCUAbstract
This study explores the relationship between leadership style and psychological contract dimensions. The literature suggests that leaders in general and leadership style in particular can influence the psychological contracts of employees. Currently, there is no research as to how leaders perceive such contracts. This qualitative study presents the interview indings of twenty-three leaders working in public and private sector organisations. Differences were found between neutral and transformational leaders. Neutral leaders had a more transactional psychological contract, whereas the transformational leaders had a more relational psychological contract. This study adds to the literature as there is no current framework that considers the relationship between leadership styles with the psychological contract. Overall, the results indicate differences in psychological contract perceptions for different leadership styles.
Journal
Australian Journal of Career Development
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Volume
30
ISBN/ISSN
2200-6974
Edition
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Issue
1
Pages Count
12
Location
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Publisher
Australian Council for Educational Research
Publisher Url
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Publisher Location
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Publish Date
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Date
N/A
EISSN
N/A
DOI
10.1177/1038416220983483