| dc.description.abstract | Previous research has identified different antecedents that lead to job insecurity,
such as organizational climate, type of employment, locus of control (Keim et al.,
2014), self-esteem and role ambiguity (Shoss, 2017).
Although research on high-quality leader–member exchange (LMX) has
demonstrated many beneficial effects, to our knowledge no research has to this
date examined the extent to which high-quality LMX might attenuate the
perceptions of felt job insecurity. Therefore, the current study investigates LMX
as an antecedent to job insecurity. Furthermore, we examine the buffering impact
of psychological contract breach (PCB), interactional justice (IJ), and self-efficacy
(SE) on the relationship between LMX and job insecurity (JI).
The hypotheses were tested using survey data collected from 252 employees
working in a Norwegian retail company. As predicted, job insecurity was related
to LMX relationships. Hence, the quality of the dyadic relationship between
leader and employee has a significant impact on the extent to perceived job
insecurity. In addition, psychological contract acted as a mediating variable in the
relationship between LMX and job insecurity. Interactional justice and selfefficacy
however, had no mediating effect on the relationship. Practical
implications for leadership behavior and developing high-quality LMX are
discussed in light of today's pervasive job insecurity. | en_US |
