Effects of empowering leadership on followers’ work–family interface

Ho Kwong Kwan*, Haixiao Chen, Randy K Chiu

*Corresponding author for this work

    Research output: Contribution to journalJournal articlepeer-review

    24 Citations (Scopus)

    Abstract

    Drawing on the work–home resources model, this study examines how and why empowering leadership influences followers’ work–family conflict (WFC) and work–family positive spillover (WFPS). We focus on the mediating roles of leader–member exchange (LMX) and organization-based self-esteem (OBSE) and the moderating role of followers’ political skills. The results from a two-wave field survey of 272 employees in a state-owned enterprise in China indicate that LMX mediates the relationship between empowering leadership and WFPS and that OBSE mediates the relationship between empowering leadership and WFC. Moreover, political skills strengthen the main effects of empowering leadership on LMX and OBSE and the mediating effect of LMX on the relationship between empowering leadership and WFPS. Our findings have theoretical and managerial implications and indicate new research directions for leadership and work–family issues.

    Original languageEnglish
    Pages (from-to)1403-1436
    Number of pages34
    JournalInternational Journal of Human Resource Management
    Volume33
    Issue number7
    Early online date13 May 2020
    DOIs
    Publication statusPublished - 17 Mar 2022

    Scopus Subject Areas

    • Strategy and Management
    • Organizational Behavior and Human Resource Management
    • Management of Technology and Innovation

    User-Defined Keywords

    • Empowering leadership
    • leader–member exchange
    • organization-based self-esteem
    • political skill
    • work–family conflict
    • work–family positive spillover

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