Purpose: Considering work and family responsibility has become an important issue due to changes in the lives of people, understanding work and family responsibilities is essential for organizations in assisting employees to increase their well-being. Therefore, the purpose of this paper is to find the impact of perceived organizational support (POS) on work–family facilitation (WFF) and work–family conflict (WFC) and eventually on employee well-being.Design/methodology/approach: A survey questionnaire is administered to 1,340 employees of Chinese enterprises. Structural equation modeling is used to test the model fit.Findings: Results of this study indicate a significant positive relationship between POS and WFF and significant negative relation between POS and WFC. Results of this paper also indicate that WFF and WFC partially mediate the relationship between POS and employee well-being.Originality/value: Over the past two decades, the extent of research on work–family literature has been increased. Most of the work–family research works have been conducted in the Western countries. Very little is known about whether these results are applicable to Eastern societies. This study is extended to focus on work–family literature by drawing a sample from different regions of China. The findings of this study may provide a good understanding of WFC and WFF for Chinese employees. This study stresses the importance of providing organizational support to increase the well-being of employees.

The influence of chief executive officer (CEO) entrepreneurial orientation (EO) on firm performance and the underlying mediating mechanisms are worth studying because CEO EO may have a double-edged sword effect on firm performance. Drawing on the social information processing theory and social cognitive theory and using multilevel, multi-source data from 198 Chinese firms, this study found that CEO EO affects firm performance by triggering middle managers’ confidence in the organization’s prospects or workplace anxiety, moderated by middle managers’ entrepreneurial self-efficacy. It explicates the CEO EO–performance relationship and the vertical pervasiveness of EO in organizations.

Purpose: The topic of employees’ taking charge behaviors has garnered increasing interest in both practical and academic fields. Leaders play a critical role in influencing followers’ taking charge behaviors, yet few studies have explored the predicting role of benevolent leadership. Drawing from proactive motivation literature, this paper aims to investigate a moderated mediation model that examines work engagement as the mediator and role-breadth self-efficacy as the moderator in the relationship between benevolent leadership and taking charge.Design/methodology/approach: Matched data were collected from 297 followers and their group leaders in three subsidiaries of a large telecommunication company in China. The authors used hierarchical linear modeling to test the hypotheses.Findings: The results revealed that benevolent leadership was positively related to followers’ work engagement and consequently their taking charge behaviors. Moreover, such moderated mediation relationship was stronger among followers who had low rather than high levels of role-breadth self-efficacy.Research limitations/implications: The primary contribution of this study is building a contingent model for the effect of benevolent leadership on follower taking charge and thereby extending the nomological networks of both benevolent leadership and taking charge literatures. Another contribution is that this research provides a new perspective to understand how leadership leads to followers’ taking charge behaviors.Originality/value: This is the first study to investigate how and when benevolent leadership predicts follower taking charge.