Can reflection explain how empowering leadership affects spillover to family life? let me think about it

Abstract

The present study examines a serial mediation model based on conservation of resources theory, in which empowering leadership predicts the nature of work-family interfaces via work engagement and work reflection. The examination of work reflection extends prior research on the work-family interface and allows for testing the effects of resources created in the workplace (e.g., empowering leader behaviors and work engagement) on family life. Three waves of data over a six-month time period were obtained from 274 full-time U.S. employees. Structural equation modeling and bootstrapping assessed the mediating effects of work engagement and reflection about work. The results generally supported the mediation model, but mainly for positive reflection. It showed that empowering leaders led to subordinates experiencing positive work-to-family spillover because they promoted subordinates’ work engagement and positive reflection about their work experiences. Although work engagement also led to less negative work reflection, that mediator did not have additional unique effects on work-to-family spillover. Only indirect effects through engagement and positive reflection were found; there were no direct effects. Overall, the study contributed to understanding the underlying cognitive mechanisms explaining the positive link between empowering leadership and work-family facilitation.

Keywords:

• empowering leadership
• work engagement
• work reflection
• work-family positive spillover

Disclosure statement

No potential conflict of interest was reported by the author(s).

Data availability statement

The data that support the findings of this study are available from the corresponding author, upon reasonable request.

Correction Statement

This article has been republished with minor changes. These changes do not impact the academic content of the article.