Purpose The purpose of this paper is to examine the effects of authentic leadership on the work–family balance (WFB) of followers by focusing on the mediating roles of leader–member exchange (LMX) and work-to-family enrichment (WFE) and the moderating role of traditionality in China. Design/methodology/approach Data were collected using field survey research design. Participants included 206 employees in a pharmaceutical company in China. Findings The results indicate that LMX and WFE sequentially mediated the positive relationship between authentic leadership and WFB. In addition, traditionality strengthened the relationship between authentic leadership and LMX. Research limitations/implications This study contributes to the integration of authentic leadership literature and the WFB model. This research also indicates that authentic leadership is a source of enhancing employees’ WFB. However, data are correlational and cross-sectional, which limits the ability to draw causal relationships. Practical implications The findings reveal that authentic leadership is effective in inducing followers’ WFB. The value of traditionality can strengthen the effect of authentic leadership. Originality/value This study addresses unexplored theoretical predictions and provides new directions for authentic leadership and work–family research.

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