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The extant literature on work–life balance (WLB) has generally overlooked the interrelationship between leadership and WLB. Does leadership have any impact on employees' use of WLB policies and practices? To answer this question, this article considers the social exchange theory as well as transformational and transactional leadership in an investigation of the impact of leadership on WLB.

The study employs qualitative data from 32 semi-structured interviews to achieve the study’s objectives.

The research reveals that leadership does matter in WLB. The study findings reveal that both the transactional and transformational leadership styles result in the establishment of strong reciprocal relationships between leaders and employees in terms of using WLB policies and practices. Managers only sanction the use of WLB policies and practices only as a reward for excellent performance or when they are completely sure the outcome will favour the organisation. The study concludes that the desire to achieve WLB has often led many employees to go the extra mile in carrying out their work duties, which is rewarded with an approval to use WLB policies and practices. These non-contractual exchanges emphasise reciprocity and are based on trust.

The extent to which the findings of this research can be generalised is constrained by the size and nature of the research sample.

Many managers are transactional leaders, and they purposefully allow their employees to use WLB policies and practices only as a reward for meeting targets and for excellent performance. This means that employees who fall short of the required targets and expected performance are not permitted to use WLB policies and practices. This finding implies that such employees experience incessant work–family conflict, which may have negative implications for their work engagement, overall well-being and work performance.

This study demonstrates that leadership is relevant to WLB. It shows that transformational leadership is supportive of WLB, as it considers employees' work performance and non-work outcomes. The results and practical implications of this study aids the understanding of the non-contractual exchanges involved in manager–employee relationships, which is crucial for ensuring employees' achievement of WLB and for organisations to achieve their goals.

This study's purpose is to explore the difference in employee voice behavior along with its modalities and employee perceived control in a remote vs an in-office work situation.

Employees who worked remotely and in-person at a local municipal government in the Great Lakes Region of the United States were surveyed.

Findings suggest voice behavior and perceived control are stable attitudes and not impacted by a move from in-person to remote work. Participants indicated both Zoom staff meetings and Zoom one-to-one meetings with their supervisor were important; however, only Zoom one-to-one meetings with the supervisor were indicated to be satisfactory.

This study suggests that organizations considering moving some of their operations to a fully remote work situation would not experience differences in employee voice or perceived control. Implications related to utilizing specific communication modalities are also discussed.

This is the only study that focuses on differences in employee voice, its modalities and perceived control comparing in-person vs remote work.

The study's aims are to identify healthcare innovation variables, explore innovative work behavior’s (IWB's) influence on Saudi health sector companies and evaluate the mediating function of transformational leadership in the link between IWB and healthcare organizations. In this backdrop, the purpose of the current research was to investigate the impact of creative work behavior on organizational performance and the role of transformational leadership in this process.

The objective of this quantitative cross-sectional study was to examine, according to 587 participants, the perceived elements of creative work behavior (RQ1). In various 10 departments of the 5 Dammam Health Network (DHN) in the Eastern Province of Saudi Arabia, online questionnaires were used to collect data. SmartPLS 3 software was used to analyze the data.

The findings indicated that healthcare professionals perceive the elements of autonomy, competence, relatedness, motivation and knowledge sharing as key features that influence high efficiency in organizational efficiency (p < 0.001). IWB also had a significant and direct positive influence on organizational performance (p < 0.001). Transformational leadership behavior had an insignificant negative effect on employees’ task performance when considering organizational performance (P = 0.122). Therefore, the mediation role did not affect the relationship with IWB concerning employees’ task performance, suggesting that transformational leadership behaviors did not have a mediating effect on the effectiveness of employees’ task performance.

This article contains original analysis and interpretation highlighting integrating IWB and transformational leadership into Saudi Arabia's national healthcare system that can help address specific difficulties facing healthcare practitioners.

Based on the conservation of resource theory, this study aims to develop and test the relationship between workplace technostress and affective organizational commitment. It assumes that the direct relationship between workplace technostress and affective organizational commitment is moderated by perceived organizational support.

For this, this study used a survey method and multiple regression analyses with multisource data from 257 Korean employees.

The results suggest the following. First, workplace technostress was negatively associated with affective organizational commitment fully. Second, there was a stronger negative relationship between workplace technostress and affective organizational commitment for employees with low as opposed to those with high levels of leader–member exchange.

This study provides practical implications that are directly related to the performance management of employees under technostress.

To the best of the authors’ knowledge, this study is the first one to examine the moderating effect of leader–member exchange on the relationship between technostress and affective organizational commitment.