This report examines a case study involving Mr. King, a supervisory employee at a construction company, and a breach of his psychological contract. The report details the discrepancies between the initial employment contract and the actual working conditions, including excessive work hours, lack of employee support, and poor management responses to employee concerns. The analysis explores the negative impacts of the breach, such as reduced productivity and employee turnover, and discusses the manager's perspective on why such breaches occur. Additionally, the report includes Mr. King's response to 360-degree performance feedback, highlighting his leadership strengths, weaknesses in team working and listening, and plans for improvement in problem-solving skills. Finally, the report provides a performance improvement analysis, reflecting on the individual's reflective and theoretical approach to decision-making and its implications for their professional development, along with a discussion of the individual's leadership skills and how they were developed.