ABSTRACT

Purpose Recent work-family literature has identified leadership as an area for practical research inquiry. The purpose of the present study was to conduct a multilevel analysis that applies leader-member exchange (LMX) and conservation of resources theories as frameworks for optimizing subordinates' work-family experiences.  

Design/Methodology/Approach Effects of the interaction between individual-level and workgroup-level LMX on work-family outcomes were examined using web-based survey data from 765 information technology workers in 79 workgroups. 

Findings High LMX was linked to reduced work interference with family, perceptions of managerial support, perceived career consequences, and organizational time demands. However, the benefits of high LMX were attenuated in the presence of low workgroup LMX for all outcomes except managerial support. 

Implications Findings suggest that an individual's work-family experiences are influenced by both self and others' supervisory relationships and provide further support for the efficacy of multilevel examinations of LMX. Results support LMX theory as a framework for enhancing work-family outcomes. Through individual and group-level LMX, supervisors may foster perceptions that shape work-family micro-climates within the same organization. 

Originality/Value This study focuses on a practical avenue for intervention (i.e., leadership) using a theoretically grounded approach. It uncovers a possible mechanism-high individual and group LMX-through which work-family outcomes can be improved. Additionally, this study answers calls in the work-family literature for research with implications for intervention and employs multilevel modeling.

*Morganson, V. J., Major, D. A., & *Litano, M. L. (2017). A multilevel examination of the relationship between leader-member exchange and work-family outcomes. Journal of Business and Psychology, 32, 379-393.

ABSTRACT

This article focuses on the "whole-life" approach to career development. A review of the ways in which career paths have been conceptualized over time demonstrates that increasing consideration has been given to nonwork factors (i.e., personal life and family life) in defining careers. The whole-life perspective on career development acknowledges that employees are striving for opportunities for professional development as well as individualized work-life balance, which changes over the life course. Although the careers literature has emphasized interorganizational mobility as the primary mechanism for achieving these goals, whole-life career development can also be achieved within a single organization when organizational leadership is willing to address employees' work-family needs. This article addresses how leaders across organizational levels, including executive-level leaders and first-line supervisors, can foster whole-life career development. In addition to beneficial outcomes for employees, potential competitive advantages for organizations implementing the whole-life approach to career development are discussed.

*Litano, M. L., & Major, D. A. (2016). Facilitating a whole-life approach to career development: The role of organizational leadership. Journal of Career Development, 43, 52-65.

ABSTRACT

It is well accepted that leadership-relevant constructs (e.g., leader support, family supportive supervisor behaviors) are advantageous for subordinates' work-family experiences. However, the profundity of this literature has lacked connection to well-established leadership theories, which could inform its progress. This study was designed to demonstrate the value of LMX theory as a lens through which employees' work-family experiences can be understood. An expansive search of the published and unpublished literature yielded 64 correlations (N = 18.139) from 40 independent studies. Using random-effects meta-analysis, LMX was demonstrated to be negatively related to work interference with family (ρ = − 0.26), and family interference with work (ρ= − 0.13), and positively linked to work-family enrichment (ρ = 0.38), and family-work enrichment (ρ = 0.28). Analyses suggest both contextual and methodological moderators in the relationship between LMX and work interference with family. This study highlights the value of incorporating established leadership theory into work-family research to better understand how and why leaders assist their employees in effectively managing work and family.

*Litano, M. L., Major, D. A., Landers, R. N., *Streets, V. N., & *Bass, B. I. (2016). A meta-analytic investigation of the relationship between leader-member exchange and work-family experiences. The Leadership Quarterly, 27, 802-817. 

ABSTRACT

The purpose of this study was to investigate the interactive effects of work domain support (i.e., family supportive supervisor perceptions and family supportive organizational perceptions) and economic effect on work-family conflict using a conservation of resources theoretical approach. The authors collected survey data from 195 participants using multiple convenience sampling methods. As they had predicted, work domain support was related to diminished work interference with family. Further, the interaction of family supportive supervisor perceptions and economic impact significantly predicted work interference with family. The nature of the significant interaction implies that when an employee perceives him- or herself to be negatively affected by the state of the current economic climate, supervisor support is especially important for diminished work interference with family. This finding speaks to the need for supervisors to be even more supportive of employees' work-family issues, given current economic conditions. This study is one of the first to investigate the effect of the economy on the experience of work-family conflict.

*Lauzun, H. M., Major, D. A, & *Jones, M. P. (2012). Employing a conservation of resources framework to examine the interactive effects of work domain support and economic impact on work-family conflict. The Psychologist-Manager Journal, 15, 25-36.