Servant leadership and family supportiveness: Looking into employees’ work and family outcomes

How does servant leadership trickle down to impact subordinates’ work and non-work outcomes? This study sets out investigate the mechanisms boundary conditions associated with this question. In so doing, we integrate two sequential (family-supportive supervisor behaviours engagement/self-care) a contextual condition (servant leader’s perceived organizational support) address whether how leaders shape performance their satisfaction work–family balance. Using matched supervisor–subordinate data (770 supervisors 819 subordinates) collected from group of companies in Chile, our results multilevel analyses largely support hypotheses. We contribute research on family supportiveness by: 1) introducing discussing separate mediating explain trickle-down effect leadership; 2) emphasizing role establishing when occurs; 3) highlighting need bridge bodies (namely those supportive behaviours) developing interventions organizations help employees manage issues.