Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

This research contributes to an improved understanding of authentic leadership at the work–life interface. We build on conservation of resources theory to develop a leader–follower crossover model of the impact of authentic leadership on followers’ job satisfaction through leaders’ and followers’ work–life balance. The model integrates authentic leadership and crossover literatures to suggest that followers perceive authentic leaders to better balance their professional and private lives, which in turn enables followers to achieve a positive work–life balance, and ultimately makes them more satisfied in their jobs. Data from working adults collected in a correlational field study (N = 121) and an experimental study (N = 154) generally supported indirect effects linking authentic leadership to job satisfaction through work–life balance perceptions. However, both studies highlighted the relevance of followers’ own work–life balance as a mediator more so than the sequence of leaders’ and followers’ work–life balance. We discuss theoretical implications of these findings from a conservation of resources perspective, and emphasize how authentic leadership represents an organizational resource at the work–life interface. We also suggest practical implications of developing authentic leadership in organizations to promote employees’ well-being as well as avenues for future research

Work-life balance: definitions, causes, and consequences

This chapter reviews the multiple definitions of work–life balance, including definitions focused on the equity of time spent in the work and non-work domains, satisfaction with performance/time spent in each domain, and the salience of each role for an individual. There is a general consensus that a preferred definition should focus on work–life rather than work-family, in order to include non-family responsibilities and demands, such as study or travel commitments. The chapter also discusses the common antecedents and consequences of work–life balance arising from both work and non-work domains. These include work demands and resources, family demands and resources, and personality antecedents including evidence associating psychological capital constructs with work–life balance. Finally, this chapter considers the future directions for work–life balance research, focusing on technological advancements (e.g., Fitbits) and individual levels of mindfulness and resilience. The chapter concludes by noting the increasing evidence linking employee appointments and retention with an organization’s positive work–life balance culture

Worklife balance: Definitions, causes, and consequences

This chapter reviews the multiple definitions of work-life balance, including definitions focused on the equity of time spent in the work and non-work domains, satisfaction with performance/time spent in each domain, and the salience of each role for an individual. We note the general consensus that a preferred definition should focus on work-life rather than work-family, in order to include non-family responsibilities and demands, such as study or travel commitments. The chapter also discusses the common antecedents and consequences of work-life balance arising from both work and non-work domains. These include: work demands and resources, family demands and resources, and personality antecedents including evidence associating psychological capital constructs with work-life balance. Finally, this chapter considers the future directions for work-life balance research, focusing on technological advancements (e.g., fitbits), and individual levels of mindfulness and resilience. We conclude by noting the increasing evidence linking employee appointments and retention with an organisations positive worklife balance culture