This study aimed at investigating the relationship between work-family conflict (work-to-family conflict [WFC] and family-to-work conflict [FWC]) and employee commitment (EC) in banking institution in Kenya. Furthermore, the study focused on exploring the moderating effect of perceived managerial support (PMS) on the relationship between work-family conflict and EC. This study was a cross-sectional survey of 334 employees working in banking institutions where data were collected using self-reported questionnaires. We found that WFC had a positive relationship with affective commitment (AC), continuance commitment (CC), and normative commitment (NC); and that PMS and gender significantly moderated the relationship between WFC and FWC and construct of EC. The moderating effect of PMS is explored to further elaborate on the relationship between work-family conflict and EC. This study provides valuable insights into the work-family conflict among employees with family responsibility in the banking institution. Applied implications for managers are suggested to minimize the WFC and FWC to ensure better work-life balance among employees. The study also contributes to the existing work-family conflict literature.

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According to the resource based view (RBV) of the firm (Wernerfeldt, 1984; Barney, 2004)

This exploratory study considers an African perspective on leadership behaviour and motivation in Ghana, Egypt, Kenya, Nigeria, and Uganda using the Delphi Technique with a small sample of corporate, community, and religious leaders. Focus group sessions with working people (nonleaders) then followed. The findings indicate that vision, commitment, honesty, goal-orientation, and humour were descriptors of effective leadership. Further, it was found that the quest for justice, extrinsic benefits, and service to community motivated leaders, while extrinsic rewards and the need to achieve motivated followers. This research contributes to understanding leadership effectiveness and motivation from an African context and informs both scholarship and practice in these areas.This study explores different perceptions of culture, leader effectiveness, and motivation in Egypt, Ghana, Kenya, Nigeria and Uganda. We analyze the opinions of selected knowledgeable persons, including scholars and management practitioners, regarding leader effectiveness and the motivating factors contributing to successful and effective leadership. This area of research has thus far received insufficient attention in the international literature.

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