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A Multilevel Examination of the Relationship Between Leader–Member Exchange and Work–Family Outcomes

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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.

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Notes

  1. In response to a reviewer comment, we also tested workgroup LMX as a mean (instead of using the median). Using the mean, results were largely the same as reported for the median. Significant cross-level moderation was identified for Hypotheses 7 and 8. The interaction term for hypothesis 5, however, was non-significant (p = .06). Full results for the mean as the indicator of group LMX can be obtained by emailing the first author.

  2. In response to a reviewer comment, we also tested our hypotheses using LMX differentiation (i.e., workgroup variance of LMX scores) as a control variable. Its inclusion did not impact whether or not our hypotheses were supported.

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Acknowledgments

This material is based upon work supported by the National Science Foundation under Grant No. 0204430. The authors thank Kurt L. Oborn for his contributions to earlier versions of this manuscript, James M. Henson for his consultation on statistical matters, and Russell A. Matthews for providing review and feedback. Portions of this work were presented at the American Psychological Association’s Seventh International Conference on Occupational Stress and Health, Washington, D.C. and at the twenty-third Annual Conference of the Society for Industrial and Organizational Psychology, San Francisco, CA.

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  1. Department of Psychology, University of West Florida, Pensacola, FL, 32514, USA

    Valerie J. Morganson

  2. Department of Psychology, Old Dominion University, Norfolk, VA, 23529, USA

    Debra A. Major & Michael L. Litano

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  1. Valerie J. Morganson
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Correspondence to Valerie J. Morganson.

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Morganson, V.J., Major, D.A. & Litano, M.L. A Multilevel Examination of the Relationship Between Leader–Member Exchange and Work–Family Outcomes. J Bus Psychol 32, 379–393 (2017). https://doi.org/10.1007/s10869-016-9447-8

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