Abstract
Drawing from resource drain theory, this article intends to investigate how and when leader family-to-work conflict (FWC) influences team innovation. We conduct two studies to test our model. In Study 1, we collect cross-sectional data from 107 research and development (R&D) team leaders from an electronic information company in China. In Study 2, we collect multisource and time-lagged data from 112 R&D team leaders and 371 members of a biopharmaceutical firm in China. Our research findings showed that leader FWC negatively affects team innovation via leader creative process engagement. Leader perceived organizational support (POS) alleviates the negative effect of leader FWC on leader creative process engagement. Leader POS also weakens the negative effect of leader FWC on team innovation via leader creative process engagement. We discuss the theoretical and practical implications of these results for team innovation, FWC, and POS.
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