英文摘要 |
Using resource drain theory and work-family border theory, this study examines whether leaders’ daily family-work conflict (FWC) is related to their daily work-related smartphone use after work. It also examines how leaders’ smartphone use behavior strengthens the relationship between followers’ daily work-related smartphone use after work, daily work engagement after work, and daily work-family conflict (WFC). We tested our multilevel model through an experience sampling study over 10 days. In a sample of over 2071 observations for 129 leaders, and 8536 observations for 335 followers employed across a variety of occupations, we found support for our prediction that leaders’ reaction to FWC is to use work-related smartphones after work to compensate for their absence during normal working hours. Furthermore, the multilevel modeling results suggest that leader daily work-related smartphone use, a means of coping with their FWC problem, strengthened the positive impact of followers’ daily work-related smartphone use on daily work engagement after work, which in turn had a ripple effect on follower’s WFC. Theoretical and practical implications are discussed. |