A meta-analytic investigation of the relationship between leader-member exchange and work-family experiences

It is well accepted that leadership-relevant constructs (e.g., leader support, family supportive supervisor behaviors) are advantageous for subordinates' work-family experiences. However, the profundity of this literature has lacked connection to well-established leadership theories, which could inform its progress. This study was designed to demonstrate the value of LMX theory as a lens through which employees' work-family experiences can be understood. An expansive search of the published and unpublished literature yielded 64 correlations (N = 18.139) from 40 independent studies. Using random-effects meta-analysis, LMX was demonstrated to be negatively related to work interference with family (ρ = − 0.26), and family interference with work (ρ= − 0.13), and positively linked to work-family enrichment (ρ = 0.38), and family-work enrichment (ρ = 0.28). Analyses suggest both contextual and methodological moderators in the relationship between LMX and work interference with family. This study highlights the value of incorporating established leadership theory into work-family research to better understand how and why leaders assist their employees in effectively managing work and family.