Perceived leader inclusion and employee work-to-family conflict: a daily diary study
通过对125名中国纺织企业员工连续10个工作日的日记调查，发现每日感知到的领导包容通过减少资源消耗来降低工作-家庭冲突，且这一效应在有更多歧视经历的员工中更强。
Purpose Employees’ perceived inclusion has been shown to have beneficial effects on their effective functioning at work (e.g. engagement, creativity, and task performance); however, workplace inclusion is also believed to have a profound impact on employees’ functioning beyond the work domain, such as on their family domain. The primary goal of our study thus is to explore how perceptions of workplace inclusion influence employees’ family lives. Design/methodology/approach We tested our hypotheses by surveying 125 employees from a cotton textile manufacturing company in China over 10 consecutive workdays. Findings Daily perceived leader inclusion was negatively related to employees’ daily resource depletion at work, which in turn was positively related to employees’ daily work-to-family conflict. The direct effect of daily perceived leader inclusion on resource depletion and the indirect effect of daily perceived leader inclusion on work-to-family conflict were stronger for employees with more discrimination experience in their lives. Practical implications Leaders should be aware of their unique roles they play in shaping individual inclusion perceptions and should enact actions that satisfy employees’ desires for both belongingness and uniqueness. Moreover, leaders should also be attentive to those who are susceptible to discrimination when promoting inclusion initiatives. Originality/value Our study proposes an important facet of workplace inclusion—perceived leader inclusion—and offers a resource perspective to understand how leader inclusion may impact employees’ functioning beyond the work domain to affect their family lives.