Please use this identifier to cite or link to this item: https://pub.nkumbauniversity.ac.ug/xmlui/handle/123456789/296
Full metadata record
DC FieldValueLanguage
dc.contributor.authorKasekende, Francis-
dc.date.accessioned2022-01-03T14:07:30Z-
dc.date.available2022-01-03T14:07:30Z-
dc.date.issued2017-08-23-
dc.identifier.citationFrancis Kasekende, (2017) "Leader-member exchanges and psychological contract: testing for interaction effects", Journal of Management Development, Vol. 36 Issue: 7, pp.959-972, https:// doi.org/10.1108/JMD-06-2016-0105en_US
dc.identifier.issnVol. 36 Issue: 7-
dc.identifier.urihttps://doi.org/10.1108/JMD-06-2016-0105-
dc.identifier.urihttps://pub.nkumbauniversity.ac.ug/xmlui/handle/123456789/296-
dc.descriptionResearch Paperen_US
dc.description.abstractPurpose – The purpose of this paper is to examine the interaction effects of leader-member exchange (LMX) dimensions and how they blend to affect psychological contract in the public service in Uganda. Design/methodology/approach – The authors employ the structural equation model to test a conditional hypothesis. Findings – It is indicated that the magnitude of effect of affect and professional respect on psychological contract is dependent upon perceived contribution, implying that the predictive power of affect and professional respect on psychological contract increases considerably when perceived contribution increases. Research limitations/implications – Only a single-research methodological approach was employed. So, future research through interviews could be undertaken to triangulate the results. Furthermore, future research should be undertaken to examine the multiplicative effects studied in this paper across time. Practical implications – In order to increase the perceptions of fulfillment of the psychological contract in the public service in Uganda, managers should always endeavor to identify a viable LMX mix that can add value to expectations that employee and employer have of each other. Originality/value – This is the first study that focuses on testing the interactive effect of LMX dimensions on psychological contract in Uganda’s public service.en_US
dc.language.isoenen_US
dc.publisherJournal of Management Developmenten_US
dc.subjectUgandaen_US
dc.subjectPsychological contracten_US
dc.subjectPublic serviceen_US
dc.subjectLeader-member exchanges (LMX)en_US
dc.titleLeader-member exchanges and psychological contract: testing for interaction effectsen_US
dc.typeArticleen_US
Appears in Collections:Business and Management

Files in This Item:
File Description SizeFormat 
JMD-06-2016-0105.pdf314.94 kBAdobe PDFView/Open


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.