|Title||Mediators of transformational leadership and the work-family relationship|
|Publication Type||Journal Article|
|Year of Publication||2015|
|Authors||Hammond, M, Cleveland, JN, O'Neill, JW, Stawski, RS, Tate, AJones|
|Journal||Journal of Managerial Psychology|
Purpose The purpose of the study is to examine the ways in which leaders influence follower’s work-life management. Specifically, we propose that personal (positive affect), social (managerial support for work-family balance), and job (autonomy) resources mediate the relationships between transformational leadership and work-family conflict and enrichment. Design/methodology/approach The sample included 411 managers in 37 hotel properties across the United States. Findings The relationship between TL and WFC was mediated by autonomy, positive affect and managerial support for work-family balance, whereas the relationship between TL and WFE was mediated by managerial support for work-family balance and positive affect. Research limitations/implications This study constructs a foundation for future integration of leadership and work and family literatures. It also provides preliminary support for work-family enrichment theory (Greenhaus and Powell, 2006), as well as the value of examining leadership through a resource-based perspective. Practical implications Interventions designed to enhance leadership may be effective not only in the workplace, but also for reducing work-family conflict and promoting enrichment. Originality/value This study is the first to directly examine the effect of transformational leadership and both work-family conflict and enrichment.Further, it specifies mediating variables that underlie these relationships.