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The aim of this study is to examine the impact of the psychological contract, relational psychological contract and transactional psychological contract on organisational commitment as mediated by transactional leadership in the United Arab Emirates (UAE) context. The paper also explores the contractual status to determine if the theory remains valid, regardless of the fact whether one is employed as a contingent or permanent worker.

This research made a longitudinal study spanning a 24-week time period. Data were collected using a self-administered structured questionnaire prepared in English and Arabic, at three stages representing three visits to the participating companies in the UAE. Pearson’s correlation analysis and multiple regression analysis were used to examine the research hypotheses.

The results show that the psychological contracts (transactional and relational) are positively related to transactional leadership. This study categorizes several consequential relationships between transactional leadership and organisational commitment. It also advocates that transactional leadership has only a fractional mediating role in relation to relational psychological contract, transactional psychological contract and organisational commitment.

The findings suggest that practitioners and academics alike should note that the nature of the psychological contract employed will impact upon commitment and retention.

This study makes a significant contribution to the body of literature, being the second part of a longitudinal study that aimed at testing the mediating effect of transactional leadership on organisational commitment within the context of the UAE. In the earlier study, the intent was to analyse the role of transformational leadership as a mediator between the psychological contract and organisational commitment. Typically, transformational leadership has been found to partially mediate the above mentioned relationships. In addition, it also advocates that there may be some value in considering the employees’ contractual status with regard to the psychological contract and its impact on organisational commitment.

The purpose of this paper is to focus on three Egyptian public business schools in an attempt to explore the impact of organizational inclusion on the psychological contract with academics through the mediating the role of responsible leadership.

A total of 330 academics were contacted and given a set of questionnaires. After three follow-ups, a total of 240 responses were collected with a response rate of 72.73 percent. Multiple regressions were employed to indicate the level of variation in the types of psychological contract can be explained by organizational inclusion and responsible leadership.

The findings highlighted a positive impact for organizational inclusion on the psychological contract with academics through mediating responsible leadership or, in other words, the statistical analysis showed that responsible leadership has a role in mediating the relationship between the organizational inclusion of academics and their psychological contract type.

This paper contributes by filling a gap in HR management and higher education literature in which empirical studies on the relationship between organizational inclusion, responsible leadership and the psychological contract with academics have been limited until now. This may create better research opportunities for cross-disciplinary papers by scholars of HR, higher education and leadership.

The purpose of this paper is to examine the effect of psychological contract breach on destructive by developing a moderated mediation model. The model focuses on the mediating role of moral identity and moral disengagement and the moderating role of moral belief.

This study conducted a three-wave questionnaire survey and used 377 matched-sample data to test the hypotheses. PROCESS bootstrapping program in SPSS and confirmatory factor analysis in AMOS software were adopted in this study.

Results reveal that psychological contract breach has a positive effect on destructive leadership behavior, and the relationship is mediated by moral identity and moral disengagement; moral belief not only moderates the relationship between psychological contract breach and destructive leadership behavior, but also moderates the mediation effect of moral identity and moral disengagement.

First, this study enriches the destructive leadership behavior literature by verifying psychological contract breach as an antecedent. Second, this study discusses the role of morality in the formation mechanism of destructive leadership behavior by testing the mediating effect of moral identity and moral disengagement and the moderating effect of moral belief.

This study aims to explore the high turnover intention issue in Taiwan’s tourist hotel industry. Due to a lack of empirical research regarding front-line employees’ psychological contract breach perceptions in tourism literature, this study develops an integrated model to examine the causal relationship among transformational leadership behaviors, leader–member exchange (LMX), psychological contract breach and turnover intentions.

Data from the 226 frontline employees in Taiwan’s tourist hotel industry were employed to examine the proposed hypotheses by using a series of structural equation modeling analyses.

Statistic results revealed that transformational leadership behaviors influence LMX and LMX in turn influences psychological contract breach, which consequently leads to lower turnover intention.

The results of this study suggest that hospitality organizations should recruit individuals who have the potential to exhibit transformational leadership skills, along with designing leadership training programs for middle- and high-level managers.

This study provides hospitality organization leaders with the necessary information to formulate a beneficial relationship with their front-line employees, which, in turn, weakens their perception of psychological contract breaches and reduces their willingness to leave the organization.

This study aims examine the impact of authentic leadership on the career satisfaction of hospitality employees through the lens of thriving. The two components of thriving, that is, learning and vitality, are tested as mediators, and psychological contract fulfillment is tested as a boundary factor.

Data are collected using an online survey through the Qualtrics panel service in the USA. Structural equation modeling and an invariance test are conducted to investigate the framework.

The findings show that authentic leadership can determine career satisfaction through the influence of learning and vitality. Moreover, psychological contract fulfillment exerts a conditional effect on this mediation.

The findings of this study extend the understanding on authentic leadership and its impact under specific conditions. This study offers several meaningful recommendations to hospitality managers on how to influence employees’ career success to maintain sustainable performance. Detailed approaches include establishing practices for regular and authentic leadership development, increasing attention on employee thriving states and addressing employee psychological contracts.

This study enriches research on authentic leadership and career management in the hospitality industry. Moreover, this study provides meaningful insights by examining the relationships between authentic leadership, thriving, career satisfaction and psychological contracts.

The aim of this article is to examine the relationships between authentic leadership and organizational deviance and to test the moderating effects of trust and psychological contract violation on that relationship.

Data were collected from ten state universities in Turkey. The sample included 848 lecturers and their department chairs chosen randomly. Moderated hierarchical regression was used to examine the moderating roles of trust and psychological contract violation on the authentic leadership and organizational deviance relationship.

The results show that authentic leadership is negatively and significantly correlated with organizational deviance. In addition, the results of the hierarchical multiple regression analyses support the moderating effects of employee trust and psychological contract violation with regard to the relationship between authentic leadership and organizational deviance.

Given that authentic leadership is associated with valued organizational outcomes such as lower workplace deviance, higher followers' commitment, job satisfaction and citizenship behaviors, organizational efforts to foster authentic leadership should prove fruitful. Moreover, focusing on efforts to improve leader‐follower relationship and to create a trust‐based work environment could increase the likelihood that authentic leadership will lower level of workplace deviance.

This study contributes to the research on authentic leadership and workplace deviance by showing that trust and psychological contract are relevant affect‐related variables in determining the importance of authentic leadership perception to subordinate workplace deviance. Furthermore, by incorporating trust and psychological contract (for the first time), it is a response to recent calls for integration of authentic leadership, organizational deviance, trust and psychological contract literatures (Gardner et al.; Ilies et al.). These calls have contended that trust and high quality leader‐follower relations are fundamental to linking authentic leader behavior to follower behaviors, yet to date empirical evidence does not exist.

The purpose of this study is to test the mechanism of visionary leadership on subordinates' work withdrawal behavior through cognitive strain and psychological contract violation, and also to reveal the possible dark side of visionary leadership. The moderation effects of subordinates' facades of conformity and leader behavioral integrity in the cognition–affect dual-path process are also discussed.

This study conducted a three-wave longitudinal survey. The data were collected from 574 employees and their superiors in several Chinese enterprises. The authors used Mplus 7.4 and adopted a bootstrapping technique in the data analysis.

Visionary leadership has positive effects on cognitive strain and psychological contract violation; cognitive strain and psychological contract violation mediate the relationship between visionary leadership and work withdrawal behavior, respectively. Subordinates' facades of conformity and leader behavioral integrity moderate the positive effects of visionary leadership on cognitive strain and psychological contract violation, as well as the indirect effect of visionary leadership on subordinates' work withdrawal behavior through cognitive strain and psychological contract violation.

This study reveals the underlying mechanism of visionary leadership's negative impact on job outcome through the cognition and affective reaction of subordinates to visionary leadership, and broadens the scope of visionary leadership research. It also provides some practical suggestions on how to transmit the organizational vision effectively and reduce subordinates' work withdrawal behavior.

The purpose of the paper is to present a model of leadership fulfiling the need of our times: The leadership psychological contract (LPC). In the current socio-economic environment of uncertainty and unprecedented change, both business environments and the community at large are marked by leadership crises. This instability makes an understanding of the relational aspects impacting the relationship between leaders and their constituencies both important and urgent. Now, more than ever before, extraordinary leadership is required. The psychological contract (PC) is recognised as one of the most emergent areas in organisational research. Its contribution to the leadership domain, however, is as yet undiscovered.

This paper addresses this deficiency by integrating contemporary leadership and PC literature. This paper also addresses criticisms raised in the leadership literature in the past 25 years relating to the scarce leadership research conducted at the unit/team level, despite the rhetoric that the main aim of leadership is in the collaborative domain, as well as the impact of leaders on emotional constructs and motivational or ‘extra-role’ behaviours.

The LPC is a predictive model that comprises three dependent variables (fulfillment of expectations, trust and fairness) – which constitute the health of the contract or the leader’s integrity/credibility, and four dependent variables (affective commitment, satisfaction, discretionary effort and innovation), which constitute the ‘consequences of the contract’ or the leader’s impact. The LPC model complements previous models of transformational leadership and leader–member exchange theory and addresses various criticisms and recommendations made in literature.

Frameworks such as authentic leadership, ethical leadership, moral leadership, spirituality and leadership each emphasise positive leader – follower relations. Taking into account the LPC and incorporating it into theory and practice should allow researchers to predict leadership effectiveness more completely and effectually than existing positive leadership approaches. The LPC model aims to enhance and refresh the value of effective and ethical leadership approaches that are emerging in response to the current socioeconomic landscape and leadership crises.

The purpose of this paper is to examine the impact of ethical leadership on the financial professionals’ loyalty by focusing on the mediating effects of perceived psychological contract fulfillment (PPCF) and organizational identification (OI).

A questionnaire survey was used in this research.

Financial professionals in Taiwan were recruited for the sample. The results revealed that the professionals’ experiences of ethical leadership positively associated with their loyalty toward their companies. The results further showed that the PPCF and OI significantly mediated the relationship.

Few studies have examined how ethical leadership could stimulate financial professionals’ loyalty. The findings of this study may provide some implications for those involved in the practice of leadership and employee loyalty programs. On the other hand, the focus of Taiwan is unique and helps improve the generalizability of previous studies on the relationship between ethical leadership and employee identification.

The purpose of this paper is to investigate, within a non‐western context, the impact of the psychological contract, relational psychological contract (RPC) and transactional psychological contract (TPC), on organizational commitment (OC) as mediated by transformational leadership (TL). In addition, the paper also explores contractual status: does the theory fit, whether one is employed on a full or part time basis.

The empirical part of the article is based on self‐administrated questionnaires completed by 433 respondents from across a range of service industries in the UAE.

The results indicate that both RPC and TPC are positively related to TL. The study did not identify any meaningful relationship between TL and OC. The study also suggests that TL has, at best, only a partial mediating role in relation to the RPC, TPC, and OC. As respondents' contractual status was employed as a control moderator, the paper can also report that part versus full time employment does not influence the outcome regarding the aforementioned relationships.

The findings suggest that practitioners and academics alike should note that the nature of the psychological contract employed will impact commitment and retention. Also, consistency of approach is very important when one is searching for sustainable employee commitment. The principle limitations associated with this research relate to the self reporting nature of the study: it both negates meaningful triangulation and qualitative interrogation of the results. Further, the industry level, services, and investigation precludes inter industry comparison, and the context, the UAE, may limit the generalizability of the findings.

The paper contributes to the literature by being the first to study the mediation effect of TL on the relationship between RPC, TPC, and OC within a non‐western context. In addition, it also suggests that there may be some value in considering employee contractual status with regard to psychological contract and commitment.