First: The research problem

There is no doubt that most of the problems facing organizations today, especially Iraqi ones, are the increase in the rate of employee turnover and the decrease in their level of commitment. Based on this, organizations must find the necessary ways and strategies to attract employees and increase the links between them and the organization. Perhaps the most important of these links are the psychological links that will have a greater impact than those material links. This is what is called (the psychological contract), which is represented by transaction contracts, budget contracts, relational contracts, and finally transitional contracts. This is related to the intellectual problem of the research. As for the field problem, the field observation conducted by the researcher and from informal interviews and inquiries, the researcher realized that there is a decrease and breach in the psychological contracts of employees towards their organization. 

This comes from the lack of interest of the organization under study in these links and its lack of awareness of the importance of these psychological links and what it gains from them if they are available in strong forms. Perhaps one of the reasons for this is the failure to give employees leadership roles and involve them in important decisions that make them feel that they are important in the organization and that their roles and behaviors are the reasons for the success of the organization. This is what the philosophy of distributed leadership embodies. From here, the idea of ​​the research was launched, which can be embodied With the following questions:

1. What extent is distributed leadership of all kinds available in the organization under study?

2. What extent are psychological contracts available for employees towards their organization?

3. What extent is there a relationship between distributed leadership and building the psychological contract for employees in the organization under study.

The importance of the research stems from two main points, the first of which is the study of modern concepts that have not been studied in this way by previous studies, and the other is the extent of the importance of these concepts in diagnosing and treating some of the problems that organizations suffer from. Hence, the importance of the research is embodied in the following points:

1. The concepts of distributed leadership and building the psychological contract for employees are important variables in organizational thought and are rarely studied in local and Arab literature according to the researcher's knowledge, so the current research is an attempt to enhance this.

2. The research constitutes an effective contribution to help organizations in general and the organizations being studied build programs to develop them by increasing the effectiveness of these   variables.

The research aims to achieve a number of things, including:

1. Defining the concept, importance and dimensions of the research variables as modern administrative intellectual developments.

2. Knowing the extent of the availability of the research variables (distributed leadership and building the psychological contract for employees) in the organization under study according to the answers of the research sample.

3. Knowing the extent of the relationship and influence between distributed leadership and building the psychological contract for employees.

4. Improving the reality of Iraqi organizations and the organization under study in particular through the recommendations that the research will present, which will be built in light of its results.

Fourth: Research hypotheses

In light of the research problem and its questions, the formula of one main correlation hypothesis is:

(There is a statistically significant influence relationship between distributed leadership and building the psychological contract for employees)

Four sub-hypotheses branch out from this hypothesis:

The first sub-hypothesis: There is a statistically significant influence relationship between the distributed leadership variable and the dimension of transactional contracts.

The second sub-hypothesis: There is a statistically significant influence relationship between the distributed leadership variable and the dimension of relational contracts.

The third sub-hypothesis: There is a statistically significant influence relationship between the distributed leadership variable and the dimension of transitional contracts.

The fourth sub-hypothesis: There is a statistically significant influence relationship between the distributed leadership variable and the dimension of balanced contracts.

Fourth: The hypothetical research plan

In light of the research hypotheses above, a research plan can be drawn that shows the hypothetical relationship between the research variables and their dimensions, which is as follows:

Figure (1) Hypothetical research plan

Fifth: The research community and sample

The research sample included a number of educational and teaching staff in the Al-Ameed Educational Group, which includes a number of schools and kindergartens in three governorates in Iraq. The sample included schools located in Karbala Governorate only, which are (12) schools and employ (350) teachers and instructors. A sample of (120) individuals was taken from them, with different demographic characteristics.

The second requirement: The theoretical framework of the research

First: The concept of distributed leadership

The theory  of distributed  leadership  is a new management concept based on human resources and their direction. This theory allows the organization's leadership to benefit from the shared experiences and expertise of the organization's leaders and individuals through interaction between them. So that leaders and followers can work together for a specific goal so that the result of their work is greater than the sum of their individual actions (1).

Interest in the topic  of distributed  leadership  has increased and become more widespread in recent years and is considered an alternative to leadership models that are primarily concerned with leaders and their individual characteristics and behaviors (e.g.,  trait, situational,  style, and  transformational  theories). Distributed leadership theory supports a more systematic perspective, stating that leadership roles are isolated from formal organizational roles, and employees at all organizational  levels  are given  the  opportunity to participate in and influence  the work of the organization (2). Distributed leadership goes beyond the philosophy that leadership stems from the formal position of manager, as it considers leadership to be the practice of a group of individuals working together whose dynamic interactions mobilize and direct other individuals in the process of organizational change and organizational improvement (3). Distributed leadership allows members to influence others and be influenced by others in order to achieve team goals. Distributed leadership is also known as the ability of different employees to exercise leadership and functional roles at varying periods of time (4,5) It is defined as the leadership of the team by one or more team members in order to influence the rest of the members and push them to achieve the greatest possible number of team goals.

Secondly: The importance of distributed leadership

There is no doubt that this interactive participatory leadership has a set of important points that can be summarized as follows (6):

1. Distributed leadership has a great impact on organizational development, as this type of leadership works to remove some structural, personal and cultural barriers between Team members.

2. Distributed leadership is a central channel for organizational change.Distributed leadership is also an important source for developing leadership capabilities within the organization and distributing them as a major tool for organizational success.

3. Distributed leadership works to transform all types of products arising from interaction into the organization's common capital, including knowledge, by respecting and accepting different areas of expertise.

4. The importance of distributed leadership stems from the importance of its role in achieving the organization's goals through the ability to influence subordinates and make them feel their responsibilities importance and establish good human relations between the leader and them.

Third: Characteristics of distributed leadership

Distributed leadership is characterized by a set of characteristics, which are (7):

1. Leadership cannot be concentrated in one individual, so leadership must be shared and distributed.

2. The distributed leadership style differs from other leadership styles, as this style considers leadership a collective contribution by all individuals in the organization.

3. The leadership role is not limited to one individual in the organization only, but all individuals in the organization perform leadership tasks voluntarily as if it were their primary duty.

4. Organizational tasks are distributed to all employees in the organization, instead of focusing on one person who is considered the hero or savior who assumes all leadership functions himself.

5. Distributed leadership considers cooperation the basic component of organizational life.

6. Distributed leadership does not cancel the authority of formal leaders, but rather enhances the position of leaders and employees mutually.

7. Distributed leadership relies on the experience, knowledge and contributions that result from the interactions that arise within the network of relationships between individuals and leaders.

Fourth: Dimensions of distributed leadership

There are four dimensions of distributed leadership, which are as follows:

1. Delegation of authority: Top management is responsible for delegating authority to employees and issuing administrative orders to achieve control and supervision as modern means of achieving organizational success. Delegation is Giving responsibility to subordinates to perform a specific task or to make decisions in a general and specific field of activity (8). The person must be qualified and have the ability to bear responsibility for the delegation of authority to be effective and lead to a positive result. There must be authority with the delegation of responsibility for the delegation to be effective, so the organization principle emphasizes that effective delegation depends on the classical assumption that the employee should not be burdened and therefore responsibilities should be pushed down the line as much as possible in line with the employee's skill (9,10) believes that delegation of powers contributes Further delegation of authority leads to increased trust, efficient work completion and good results, Also the optimal use of human resources, creating more flexible and responsive institutions, and thus improving overall performance.

2. Participation in decision-making: Employee involvement is centered around the decision-making process and building an enabling environment where employees can have influence on actions and decisions that impact performance. This enables management to meet the needs of employees. There are many benefits of involving employees in the decision-making process and organizational initiatives. These include enhanced decision-making capacity, positive attitudes at work, better employee well-being, lower operational costs through reduced time wastage, and superior employee performance across all business divisions (11).

3. Sharing information: Knowledge sharing reflects “ the exchange of knowledge, experiences and skills among employees across each department if the knowledge is explicit, tacit or personal, whether incidental or traditional, shared among employees in an appropriate manner.” The organization can activate participation to exchange information between groups of employees within the organization and is expected to provide unconventional ideas. (12,13) He sees that managing information sharing involves three critical approaches (purchase, share and implement) and organizations must provide assurance of obtaining it, in order to share information.

Human relations: Human relations in every organization are very important to achieve its goals. Most organizations have been able to maintain ideal ways to obtain multiple benefits of human relations as it enhances trust between employees and the organization. In addition, it is a positive way to improve performance because it is one of the factors that affect performance of the organization (Sankar&Jeyakumaram.2019:1314).

First: The concept of the psychological contract

The historical roots of the idea of ​​the psychological contract in management literature go back to Bernard’s equilibrium theory (1938), which employed the perspective of the reciprocal relationship to describe the conditions under which the organization can obtain continuous participation from employees (14). 

Argyris called his study the “psychological work contract” between individuals and their supervisors, which produces mutual benefits for both parties. The psychological contract helps both parties build good relationships based on mutual expectations (15). The most prominent contribution that shed light on the concept of the psychological contract It is the contribution of the researcher (16), as it is considered among the contributions that all researchers in this field praised. Rousseau indicated in her study, which bore the title of Psychological and Implicit Contracts in Organizations (Organizations in Contract Implied and Psychological).

Relationships within organizations are often described as reciprocal relationships, with reciprocity being a key feature of the psychological contract (17). Rousseau explains that there are two meanings of the psychological contract (narrow and broad). The narrow meaning of the psychological contract refers to employees’ awareness of the responsibilities of both parties, and the psychological contract in this sense is a personal belief and understanding of the mutual responsibilities of both employees and employers in the context of the employment relationship. As for the broad meaning of the psychological contract, the psychological contract is an understanding of the responsibilities of both parties from a personal perspective, and thus the psychological contract is an understanding of the relationship between employers and employees from a personal perspective. This means that the broad psychological contract includes two aspects: employees’ expectations of the organization and the organization’s expectations of employees (18,19) supported the proposals of previous researchers when they described the psychological contract as a kind of subjective feeling through which the individual decides the extent of his contributions, and in return how the organization will compensate him. This view will affect his behaviors and attitudes at the same time.

 (20) stated that the psychological contract is not fixed, as it changes over time, and these changes may lead to effects on individuals’ commitment and behavior (21). These differences in the subjective nature of the psychological contract resulted in a difference in determining a unified definition agreed upon by researchers, as each researcher sees it from a different angle (22).

The psychological contract has been defined as what employees are willing to give in terms of time and effort in exchange for what they want from their employer, such as job stability, wages and bonuses, benefits, and career development (23). These beliefs include the implicit and explicit promises that the organization must make to the employee in return for the contributions he makes in the form of loyalty, efforts, etc. (24). As for the psychological contract is defined as a process that reflects the unwritten beliefs that have been made between the individual and the organization about what each party should provide to the other party and everything that it is committed to providing according to what is stated in the official contract.

Second: Types of psychological contracts

There are four types of psychological contracts that depend on performance and duration conditions, which are:

1. Transactional contracts: These are limited-term or short-term employment arrangements that focus primarily on economic exchange, narrow, specific tasks, and limited individual participation in the organization for a specific). This type of contract is characterized by clarity and high tangibility. They are also structured contracts. The economic nature of psychological transactional contracts that focus on material exchanges and economic nature does not allow individuals to be interested in increasing the connection. In the organization, individuals in this type of contract focus only on the material aspects that are related to their personal interests, ignoring the provision of anything additional to what is required of them 

2. Relational contracts: In contrast to transactional contracts, relational contracts are employment arrangements based on mutual trust and loyalty and are long-term (25), and relational contracts focus on the emotional-social needs of individuals, i.e. the aspects that pertain to their personal lives and are often less clear. Of the transactional contracts in determining what is explicit, they are subjective in their understanding and of a low-tangibility nature (21).

3. Balanced contracts: The balanced contract combines the needs of the individual and the needs of the organization (22). The employment arrangements for this type of contract are open-ended (dynamic) and are conditional on the economic success of the organization and the opportunities for individuals to develop its interests, as both individuals and the organization contribute to their development and education, and the rewards of individuals are based on performance and contribution to achieving the comparative advantage of each other for the organization, especially in the face of changing demands due to market pressures (20).

4. Transitional contracts: They are not a form of psychological contract, but rather a cognitive state that shows the consequences of organizational change and transformations based on previous job arrangements.

First: Testing the stability of the scale

To verify the stability of the measurement tool, the researchers relied on the most common method, which is Cronbach's alpha, which is considered reliable whenever its value exceeds (0.70) at the level of behavioral research, as we can see from Table (1). The values ​​of Cronbach's alpha coefficient for the main research variables and their sub-dimensions ranged between (0.71-0.86). These values ​​are considered acceptable and reliable and enjoy an excellent level of reliability in descriptive studies, as they are high values ​​compared to the standard Cronbach's alpha values. Thus, the research tool and its standards became valid for final application. As for validity, it is the degree to which the scale measures the purpose for which it was designed, or for which it was established (Barq et al., 2013: 83), as the results in the table indicate that they ranged between (0.95-0.86), which is a good percentage, as shown in Table (1).

Table (1) Testing the stability of the measuring instrument

Second: Description and diagnosis of the research variables

1. Description and diagnosis of the distributed leadership variable

This paragraph relates to the description and diagnosis of the distributed leadership variable. Table (2) shows that the distributed leadership variable was measured in four dimensions, where the fourth dimension (human relations) was the highest in terms of arithmetic mean, reaching (4.095), with a standard deviation of (0.611). This indicates that the response level was high and of relative importance (82%). This result indicates that the sample members are convinced that there is a good network of human relations and that the administrations of the research sample schools encourage building human relations.

While the second dimension (participation in decision-making) obtained the lowest arithmetic mean of (3.909), with a standard deviation of (0.642), which indicates a high response level for this dimension as well, where its relative importance reached (78%). This result indicates that the sample members participate with the administration in decision-making, and this is certainly the result of the administration allowing employees to participate with them in decisions.

At the level of the variable in general, the arithmetic mean of the distributed leadership variable was (4.026) with a standard deviation of (0.545), as this result indicates a high level of the distributed leadership variable in the Dean’s educational group, the research sample, and within a significance level of (80%). This indicates that the sample members are aware of the existence of distributed and participatory leadership in the workplace, and this is a good indicator of the high availability of this variable.

Table (2) Arithmetic means, standard deviations, relative importance and ordinal of the distributed leadership variable (n=120)

1. Description and diagnosis of the variable of the psychological contract of workers

This paragraph is related to the description and diagnosis of the variable of the psychological contract of workers, and it is clear from Table (3) that the variable of the psychological contract of workers was measured in four dimensions, where the first dimension (transactional contracts) was the highest in terms of the arithmetic mean, as it reached (3.830), and a standard deviation of (0.609). This indicates that the level of response was high and of relative importance (76%), and this result indicates that the sample members are convinced that there is a material and economic relationship that connects them with their place of work.

While the fourth dimension (transitional contracts) obtained the lowest arithmetic mean of (3.068), and a standard deviation of (0.718), and this indicates an average level of response to this dimension, as its relative importance reached (61%), as this result indicates that the sample members realize that organizational changes lead to changes in matters and procedures related to the job.

At the level of the variable in general, the arithmetic mean of the psychological contract variable was (3.386) with a standard deviation of (0.667), as this result indicates a high level of the psychological contract variable in the Dean’s educational group, the research sample, and within a significance level of (67%). This indicates that the sample members realize the existence of a psychological contract between them and in the workplace, and this is a good indicator of the high availability of this variable.

Table (3) Arithmetic means, standard deviations, relative importance and ordinal of psychological contract variable (n=120)

Third: Testing the research hypotheses

1. Testing the main hypothesis, which states that (there is a statistically significant influence relationship between distributed leadership and the psychological contract of employees).

Table (4) shows the results of the main hypothesis test, a positive statistically significant effect relationship at the significance level (0.01) between distributed leadership and the psychological contract of employees, as the value of the standard (Beta) coefficient reached (0.398), while the value of (R2) reached (0.148), which indicates that the distributed leadership variable contributes to explaining the psychological contract variable of employees by (14%), and the rest is due to other variables not included in the research model.

Table (4) Testing research hypotheses

1. Testing the first sub-hypothesis: which states (there is a statistically significant influence relationship between distributed leadership and the transaction contract).

Table (4) shows the existence of a statistically significant positive influence relationship at the level (0.01) between distributed leadership and the dimension of transaction contracts, as the value of the standard (Beta) coefficient reached (0.290), while the value of (R2) (0.100) reached, which indicates that the variable of distributed leadership contributes to explaining the dimension of the transaction contract among employees by (10%), and the rest is due to other variables that were not included in the statistical model.

1. Testing the second sub-hypothesis: which states (there is a statistically significant influence relationship between distributed leadership and the Relational Contracts).

Table (4) shows the existence of a statistically significant positive influence relationship at the level of (0.01) between distributed leadership and the dimension of the engagement contract, as the value of the standard (Beta) coefficient reached (0.639), while the value of (R2) (0.408) reached, indicating that the distributed leadership variable contributes to explaining the dimension of the engagement contract among employees by (40%), and the rest is due to other variables not included in the statistical model.

1. Testing the first sub-hypothesis: which states (there is a statistically significant influence relationship between distributed leadership and the Balanced Contracts).

Table (4) shows the existence of a statistically significant positive influence relationship at the level of (0.01) between distributed leadership and the dimension of the budgeting contract, as the value of the standard (Beta) coefficient reached (0.692), while the value of (R2) (0.479) reached, indicating that the distributed leadership variable contributes to explaining the dimension of the budgeting contract among employees by (47%), and the rest is due to other variables not included in the statistical model.

1. Testing the first sub-hypothesis: which states (there is a statistically significant influence relationship between distributed leadership and transitional contracts). 

Table (4) shows the existence of a statistically significant positive influence relationship at the level (0.01) between distributed leadership and the dimension of transitional contracts, as the value of the standard (Beta) coefficient reached (0.343), while the value of (R2) (0.117) reached, which indicates that the variable of distributed leadership contributes to explaining the dimension of transitional contracts among employees by (11%), and the rest is due to other variables that were not included in the statistical model.

First: Conclusions

1. The presence of distributed leadership in the schools of the Al-Ameed Educational Group, and this is what the answers of the individuals in the organization being studied indicated .

2. The existence of a psychological contract for workers with their workplace according to the answers of the individuals in the research sample.

3. Distributed leadership has a positive and statistically significant relationship in building the psychological contract of employees with their organization.

4. The management of the organization, the research sample, is interested in human relations among workers and between it and the workers, and this is what the answers of the individuals in the research sample showed. This certainly stems from the organization under study's awareness of the importance of human relations in attracting and retaining workers.

5. The existence of a balance contract between workers and their workplace to a greater degree than the other dimensions of the psychological contract, which means that there is a balance between the needs of the organization under study and the needs of its workers.

Second: Recommendations

Given the research results indicating the existence of a correlation between distributed leadership and the psychological contract of employees, the research recommends the following:

1. All educational institutions and the educational dean's group in particular must adopt distributed leadership, which can contribute to achieving a successful organizational climate and creating a psychological contract between them and their employees.

2. Organizations must work to evaluate the psychological contract between them and their employees through the strength of organizational commitment and low turnover, as this may be an indicator of the success of leadership in the organization.

3. The necessity of strengthening the psychological contract between the organization and its employees, as it has a great positive impact on the organization and its success.

4. The necessity of holding workshops, seminars and courses in the organization under study and other organizations to introduce psychological contracts, their types and their importance to the organization and employees in order to strengthen psychological contracts between the organization and employees.

The authors declare that they have no conflict of interest

No funding sources

The study was approved by the Al-Furat Al-Awsat Technical University, Technical Institute, Karbala, Iraq.

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