Structural Model of Psychological Contract, Organizational Justice, Ethical Leadership, Leader-Member Exchange and Organizational Support

This correlation-based study was to study the model of relationships between organizational justice, ethical leadership, leader-member exchange, perceived organizational support and psychological contract. The statistical population included the male employees of an industrial and production company, out of which a sample of300employees was selected using convenience sampling. Assessment instruments were as follows: Ethical Leadership Questionnaire, Interactional and Procedural Justice, Perceived Organizational Support and Psychological Contract, Leader-Member Exchange. Data were analyzed using Pearson correlation coefficient, structure equation modeling(SEM)and mediation analysis. Findings revealed that, ethical leadership, accounted for16.7percent of the interactional justice variance, ethical leadership and interactional justice, accounted for49percent of the leader-member exchange variance, interactional justice, accounted for16.2percent of the procedural justice variance, interactional justice and procedural justice, accounted for38percent of the perceived organizational support variance and finally, procedural justice and perceived organizational support, accounted for26.2percent of the psychological contract variance, respectively.