ABSTRACT
This chapter examines the role of a leadership development programme in signalling a new kind of psychological contract amongst a sample of managers in a large retail organization (ServCo) based on expectations of increased employee discretion and well-being. We show how the programme focused on generating what was termed as ‘emotional loyalty’ amongst managers and their staff, based on a move away from a task-oriented management style towards a more ‘visionary’ one that required managers successfully to manage emotions in themselves and others.
