Organizations are increasingly offering flexible work arrangements (FWA), which are associated with a variety of individual and organizational outcomes. Supervisors may support, discourage, or prohibit employees' access to and use of such programs. These actions and decisions can affect employees' feelings of being respected, and their endorsement of their supervisor, which can in turn affect employees' motivation to work in pursuit of group and organizational goals. We propose, in line with social identity theory, that these relationships are moderated by leader in-group prototypicality. Results from two large-sample surveys a year apart at one organization show that employees with supervisors who allow more FWA feel more respected as well as express stronger endorsement of their leaders. Importantly, both of those relationships are moderated by the degree of the supervisor's in-group prototypicality, but in opposite ways. The association of FWA allowance with respect increases slightly under conditions of higher prototypicality. However, the association of FWA allowance with endorsement of leaders increases more strongly under conditions of lower prototypicality. The discussion considers theoretical, practical, and research implications. Keywords: Flexible work arrangements (FWA), social identity theory, Social identity model of organizational leadership (SIMOL), leader in-group prototypicality, respect, leader endorsement Leader Prototypicality Moderates the Relation between Access to Flexible Work Options and Employee Feelings of Respect and Leader Endorsement Considerable Human Resources Management literature explores the role of supervisors in general on shaping HRM activities, as well in mediating between organizational policies and employees (Batt & Valcour, 2003; Thatcher & Bagger, 2011). The fundamental argument is that supervisors shape the implementation of, and employees' ability, motivation, opportunities, and reactions to, HR policies (Purcell & Hutchinson, 2007). The supervisor's mediating role constitutes the "'black box' linking HRM and performance" (Knies & Leisink, 2014, p. 58). Supervisors act as agents in implementing HRM practices, communicating organizational support (or lack of it) for policies, and thus influence how employees interpret and respond to organizational HRM policies and programs. This study is part of that broad research issue. We consider how a supervisor's allowance of organizational flexible work arrangements (FWA) to subordinates relates to employees' feelings of respect and leader endorsement. Stavrou (2005) argues that HRM programs need to FLEXIBLE WORK AS A SOURCE OF RESPECT AND LEADER ENDORSEMENT, p-2 match industry, market, and societal changes by fostering more organizational flexibility, especially FWA. De Menezes and Kelliher (2011) note that FWA can be considered as part of HRM practices in the general stream of research on HRM and performance. Our main contribution is viewing the relationship between leader's FWA decisions and the two selected outcomes from the...
