This article examines the construction of national identity, considered as a negotiation between a nation's Selbstbild (the image the nation's citizens or leaders have of themselves) and their Fremdbild (their image or reputation in world opinion). It argues that this theory helps explain the manner in which the New York Times and the People's Daily discuss world opinion on the Fourth International Women's Conference in Beijing.
PurposeThe purpose of this paper is to examine the effects of authentic leadership on the work–family balance (WFB) of followers by focusing on the mediating roles of leader–member exchange (LMX) and work-to-family enrichment (WFE) and the moderating role of traditionality in China.Design/methodology/approachData were collected using field survey research design. Participants included 206 employees in a pharmaceutical company in China.FindingsThe results indicate that LMX and WFE sequentially mediated the positive relationship between authentic leadership and WFB. In addition, traditionality strengthened the relationship between authentic leadership and LMX.Research limitations/implicationsThis study contributes to the integration of authentic leadership literature and the WFB model. This research also indicates that authentic leadership is a source of enhancing employees' WFB. However, data are correlational and cross-sectional, which limits the ability to draw causal relationships.Practical implicationsThe findings reveal that authentic leadership is effective in inducing followers' WFB. The value of traditionality can strengthen the effect of authentic leadership.Originality/valueThis study addresses unexplored theoretical predictions and provides new directions for authentic leadership and work–family research.
