Moral leadership and employee work–family conflict: A moderated mediation model

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Lei Yao
Ping Li
Cite this article:  Yao, L., & Li, P. (2019). Moral leadership and employee work–family conflict: A moderated mediation model. Social Behavior and Personality: An international journal, 47(12), e8642.


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We applied conservation of resources theory to propose a moderated mediation model explaining how and when moral leadership influences employees’ work–family conflict (WFC). Specifically, we hypothesized that both job clarity and workplace anxiety would mediate the relationship between moral leadership and employees’ WFC, and that trust in supervisor would moderate the indirect effect of moral leadership and WFC through job clarity and workplace anxiety. We collected data from 258 employees of 3 companies in China, and their spouses. The findings indicated that job clarity and workplace anxiety mediated the relationship between moral leadership and employees’ WFC, and that trust in supervisor strengthened the indirect effect through job clarity and workplace anxiety. Theoretical and practical implications of our findings are discussed regarding how and when moral leadership style reduces employees’ WFC.

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