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In this study, we integrated boundary theory and the person-person fit perspective to examine the influence of the congruence and incongruence between dual-earner couples' work segmentation preference (WSP) and family segmentation preference (FSP) on work-family conflict. We surveyed 161 dual-earner couples in China and used polynomial regression and response surface analysis to examine how their combined WSP and FSP influenced each partner's work-to-family conflict (WFC) and family-to-work conflict (FWC). We found that wives' WFC and FWC were lower when both partners of a dual-earner couple preferred to segment their work and family lives at a higher level. In addition, this congruence effect on WFC was stronger for wives. Regarding the incongruence effects, wives' WFC and FWC tended to be lower when their role segmentation preference was higher than that of their husbands. None of the hypothesized relationships were significant for husbands. Implications for research and practice are discussed.

Although empowering leadership is generally thought to be beneficial to employees and organizations, an emerging stream of work shows its potential negative impact. Drawing upon social exchange theory, we propose an integrated model that simultaneously examines the benefits and costs of empowering leadership. Specifically, we propose that team‐level empowering leadership can relate to both organizational citizenship behavior (OCB) and unethical pro‐organizational behavior (UPB). We also examine the mediating role of employee workplace status and the moderating role of felt obligation in these processes. Using data from 301 employees and 57 leaders across two time points, we found that team‐level empowering leadership linked to leader‐rated OCB and employee‐rated UPB through workplace status. However, the positive indirect effect of team‐level empowering leadership on OCB was significant only when employees' felt obligation was high, and the indirect effect of team‐level empowering leadership on UPB was positive and significant only when employees' felt obligation was low. We discuss the theoretical and practical implications of these findings, as well as future research directions.

This study probes the temporal nature of work–family balance satisfaction (WFBS). Drawing on distributed connectionist models and conservation of resources (COR) theory, we hypothesize that changes in work and family overload are positively associated with changes in WFBS, and these relationships are mediated by changes in work and family fatigue, respectively. Additionally, we propose that work and family crafting behaviors (decreasing hindering work and family demands) are helpful in building resources that mitigate the relationships above. We tested these hypotheses by sampling 71 full‐time employees over a work week. The results identified positive relationships between changes in role overload and changes in WFBS. In addition, we found full support for the moderating role of crafting behaviors in the work domain and partial support for the family domain. Further analyses suggested that employees' work and family crafting behaviors (i.e., decreasing hindering demands) buffered the negative effects of changes in work and family overload on changes in work and family fatigue, respectively. Also, decreasing hindering work demands moderated the indirect effect of changes in work overload on changes in WFBS. We discuss theoretical and practical implications as well as future research directions.

PurposePrior research suggests that organizational citizenship behavior (OCB) can have both positive and negative effects on employees; however, it is unclear about the mediating mechanisms of this relationship and how the effects of challenging and supportive OCB may differ. Drawing on the dual-pathway model of proactivity and OCB research, the authors derive a theoretical model that attempts to reveal how different types of employees' daily organizationally focused citizenship behaviors can affect employees.Design/methodology/approachThe authors examine the relationships using a daily-diary study using experience sampling methodology (ESM). The survey includes 72 employees who completed three surveys a day for 10 working days resulting in 614 daily observations.FindingsThe authors find that advocacy participation increases perceptions of prosocial impact, which in turn increases daily job satisfaction; the authors also find that advocacy participation decreases ego depletion, which then reduces daily job stress. Daily voice likewise increases perceptions of prosocial impact, which in turn increases daily job satisfaction; however, unlike advocacy participation, voice increases ego depletion, which then increases daily job stress.Originality/valueThe study is one of the first studies to simultaneously examine the personal perceptions and emotions of engaging in daily organizationally focused OCB and recognize the fact that different types of prosocial behavior have differential outcomes. The authors also extend prior research by documenting the mechanisms by which OCB impacts employees.