Understanding leader–member exchange on job satisfaction: while work interfaces between home and life?

Purpose This study is aimed at decoding the impact of supportive leadership behavior (leader–member exchange [LMX]) on job satisfaction (JS) through the mediating role of the work–nonwork interface (work-to-nonwork conflict [WNC] and work-to-nonwork enrichment [WNE]), within the work-from-home context in India. Design/methodology/approach Multiphased data collected from 232 full-time working Indian dual-working parents (with one or more children) were analyzed using structural equation modeling. Findings Overall, the hypothesized model receives empirical support from the data. LMX positively influenced WNE and simultaneously negatively influenced WNC. WNE, in turn, positively impacted JS, and WNC negatively influenced JS. Results supported only the mediating role of WNE between LMX and JS but not WNC. Women reported greater JS than men, and respondents staying in a joint family reported decreased WNC. Research limitations/implications The current study takes a multiphased, multidomain approach to understand the underlying mechanisms of leadership’s impact while working from home. Practical implications By adopting a tailored approach, organizations can ensure better alignment between employee goals and the desired outcomes of the organization. This entails considering extended family requirements and designing HR interventions and strategies that accommodate the specific challenges faced by dual-working parents. Originality/value This study helps to shed light on the sparsely researched arena of the role of leadership in the work-from-home context, more so for Indian dual-working households. Hence, it makes significant contributions to theory and practice.