• Rachel T Hill, Valerie J Morganson, Russell A Matthews, and Theresa P Atkinson.
• a Louisiana State University.
• J Psychol. 2016 Jan 1; 150 (1): 132-49.

AbstractDespite research advances, work-family scholars still lack an understanding of how leadership constructs relate to an employee's ability to effectively manage the work-family interface. In addition, there remains a need to examine the process through which leadership and work-family conflict influence well-being outcomes. Using a sample of 312 workers, a mediated process model grounded in social exchange theory is tested wherein the authors seek to explain how leaders shape employee perceptions, which, in turn, impact organizational fulfillment of expectations (i.e., psychological contract breach), work-family conflict, and well-being. A fully latent structural equation model was used to test study hypotheses, all of which were supported. Building on existing theory, findings suggest that the supervisor plays a critical role as a frontline representative for the organization and that work-family conflict is reduced and well-being enhanced through a process of social exchange between the supervisor and worker.

19 keywords...

hide…