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ABSTRACT
Despite 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.
Author Notes
CitationRachel T. Hill received her doctorate in Industrial-Organizational Psychology from Louisiana State University in 2014. Her current research interests are work-family conflict, employer-sponsored child care, and well-being. CitationValerie J. Morganson is an Assistant Professor of Psychology at the University of West Florida. Her research concerns work-family and gender issues in the workplace. CitationRussell A. Matthews is an Assistant Professor of Psychology at Bowling Green State University. His research focuses on the worker well-being, the work-family interface, and the role of time in the stressor-strain process. CitationTheresa P. Atkinson is currently a doctoral candidate in Industrial-Organizational Psychology at Clemson University. Her research interests include core self-evaluations, disabilities in the workplace, and psychological contracts.