Psychologische Arbeitsverträge und Bindungsstile: Eine theoretische Analyse ihrer Wechselwirkungen in Arbeitsbeziehungen

Abstract

This discussion paper explores the intersection of attachment theory and psychological contracts within contemporary organizational contexts. Building on Rousseau’s typology of psychological contracts (2000) and rooted in attachment-based frameworks, the paper highlights how individual attachment styles significantly influence employees’ perceptions of fairness, trust, and psychological safety in the workplace. Securely attached individuals tend to resonate with relational and balanced contracts, characterized by mutual trust, emotional commitment, and long-term orientation. In contrast, ambivalently attached employees demonstrate heightened sensitivity to inconsistency and require structured but meaningful engagement to prevent emotional detachment or burnout. The paper further investigates how structural changes—such as mergers, downsizing, or managerial turnover—can induce contract breaches, leading to disengagement or loss of organizational commitment. Additionally, the study advocates for leadership strategies that are adaptive to diverse attachment patterns and emphasizes the role of leadership diagnostics, transparent communication, and psychological safety as key levers toward resilient employment relationships. By integrating insights from social exchange theory and commitment models, this paper provides recommendations for both HR management and leadership development, while also outlining directions for future research. The findings suggest that recognizing and integrating attachment dynamics can contribute significantly to improved employee well-being, trust-based leadership, and sustainable organizational performance.