CONSEQUENCES OF AVERSIVE AND DESPOTIC LEADERS ON THE PSYCHOLOGICAL CONTRACT OF PUBLIC SECTOR NURSES

Abstract

Destructive leadership research is neither much studied by the researchers, nor their styles are studied together in the previous literature. This paper adds aversive and autocratic leadership (two shades of destructive leadership) to the investigation, particularly the Pakistani context, which has not been studied before. This paper further proposes that psychological contract breach (PCB) results from the aversive and autocratic leadership due to their destructiveness. The model also gets its support from the COR theory by [47]. People with proactive personalities were hypothesized to moderate the two relations. However, the results supported only two hypotheses. However, the moderation effect was found to be insignificant. It is a cross-sectional study. The data for the current study were collected from 386 nurses working in the public sector hospitals by questionnaires. Quota and convenient sampling techniques were used for the person. In addition to limitations and suggestions for future researchers, the theoretical and practical implications are also provided conclusively. Limitations to the study and suggestions for future examination alongside theoretical and practical implications are also stated.