Abstract
Drawing upon self‐regulation theory, we propose that work‐family conflict (WFC) induces employee hindrance stress, which subsequently contributes to social undermining. Using a moderated‐mediation model, we also examine ethical leadership as a conditional moderator that affects the strength among the hypothesised relationships. The hypothesised model was tested using multisource field data (N = 156) from various industries. Results show that WFC has a positive indirect effect on social undermining through the mediation mechanism of hindrance stress. Additionally, high levels of ethical leadership alleviated the mediated relationship. Theoretical and practical implications as well as future research directions are also discussed.
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