What is it about?
While an increasing number of studies focus on work–family balance (WFB), little research has examined WFB in China. We aim to fill this gap by exploring the antecedents to WFB for Chinese employees. On the basis of the WFB model, we propose that servant leadership positively influences WFB through identification with the leader and work-to-family positive spillover (WFPS). We conducted a field survey in an insurance company in Shanghai. Two hundred salespersons with an average age of 32.5 were surveyed (116 women and 84 men). The results indicate that perceived servant leadership indirectly promotes WFB. The positive relationship between servant leadership and WFB is mediated by identification with the leader and WFPS, which operate in tandem. We discuss the theoretical and managerial implications of our findings.
The following have contributed to this page: Dr Ho Kwong Kwan
In partnership with: