Leadership’s Influence on Nonwork Outcomes: The Mediating Role of Work-Family Climate
Date
2009-05-26T19:35:53Z
Authors
Heinen, Beth A.
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Abstract
This dissertation examines how specific leadership behaviors differentially relate to nonwork outcomes. In particular, this paper examines the relationship between behaviors espoused in transformational leadership theory and perceptions of work-family climate as well as the mediating effect of work-family climate between these leadership behaviors and work interfering with family conflict. Data were collected via online survey from 320 employees from a large mid-Atlantic consulting firm. Results suggest that certain transformational leader behaviors (e.g., high performance expectations) are negatively related to employee perceptions of a family-supportive work-family climate, while other transformational leader behaviors (e.g., intellectual stimulation, considerate leader behaviors) positively relate to perceptions of work-family climate. High performance expectations were found to have a negative nonlinear relationship with perceptions of a family-supportive work-family climate, while serving as a role model of work-family balance was found to have a positive nonlinear relationship with perceptions of a supportive work-family climate. Lastly, all leader behaviors were found to indirectly relate to levels of work interfering with family conflict through their influence on work-family climate.
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Transformational leadership, Intellectual stimulation, High performance expectations, Considerate leader behaviors, Work-family conflict, Individualized support