| This dissertation examines how specific leadership behaviors differentially relate to nonwork outcomes. In particular, this paper examines the relationship between behaviors espoused in transformational leadership theory and perceptions of work-family climate as well as the mediating effect of work-family climate between these leadership behaviors and work interfering with family conflict. Data were collected via online survey from 320 employees from a large mid-Atlantic consulting firm. Results suggest that certain transformational leader behaviors (e.g., high performance expectations) are negatively related to employee perceptions of a family-supportive work-family climate, while other transformational leader behaviors (e.g., intellectual stimulation, considerate leader behaviors) positively relate to perceptions of work-family climate. High performance expectations were found to have a negative nonlinear relationship with perceptions of a family-supportive work-family climate, while serving as a role model of work-family balance was found to have a positive nonlinear relationship with perceptions of a supportive work-family climate. Lastly, all leader behaviors were found to indirectly relate to levels of work interfering with family conflict through their influence on work-family climate. |
