Seeing the big picture during the COVID-19 pandemic: the spillover effects of visionary leadership on employees’ work-to-family conflict

While an expanding body of research has revealed the beneficial impacts of visionary leadership on employees’ work-related outcomes, little is known about its spillover effects on nonwork domains. Drawing upon work–home resources theory, we investigated the impacts of visionary leadership on employees’ work-to-family conflict (WFC). Utilizing three-wave data from 268 employees, the results indicate that visionary leadership promotes follower relational energy, which in turn reduces WFC. Furthermore, perceived COVID-19 crisis disruption was found to strengthen the negative indirect link between visionary leadership and employees’ WFC. Our research broadens our understanding of the potential positive spillover effects of visionary leadership in the nonwork domain through relational energy, and the accentuating effect of perceived crisis disruption on the work–family interface. The theoretical and managerial implications of these findings are discussed.