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Mediators of transformational leadership and the work-family relationship

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dc.contributor.author Hammond, Michelle M.
dc.contributor.author Cleveland, Jeanette N.
dc.contributor.author O'Neill, John W.
dc.contributor.author Stawski, Robert S.
dc.contributor.author Jones-Tate, April
dc.date.accessioned 2016-09-06T14:19:15Z
dc.date.available 2016-09-06T14:19:15Z
dc.date.issued 2015
dc.identifier.uri http://hdl.handle.net/10344/5199
dc.description peer-reviewed en_US
dc.description.abstract 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 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. en_US
dc.language.iso eng en_US
dc.publisher Emerald en_US
dc.relation.ispartofseries Journal of Managerial Psychology;30, (4), pp. 454-469
dc.relation.uri http://dx.doi.org/10.1108/JMP-10-2011-0090
dc.rights This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here http://ulir.ul.ie. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald en_US
dc.subject transformational leadership en_US
dc.subject resources en_US
dc.subject work-family enrichment en_US
dc.subject work-family conflict en_US
dc.title Mediators of transformational leadership and the work-family relationship en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.date.updated 2014-03-13T11:10:33Z
dc.description.version ACCEPTED
dc.identifier.doi 10.1108/JMP-10-2011-0090
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US
dc.internal.rssid 1559431
dc.internal.rssid 1589310
dc.internal.copyrightchecked Yes
dc.description.status peer-reviewed


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