Work-Family Conflict, Transformational Leadership and Inter-Organisational Labour Mobility in Tanzania Public Sector: The Social Exchange Theory Perspective

DOI

10.2991/978-94-6239-705-7_20How to use a DOI?

Keywords

Work-Family Conflict; Transformational Leadership; Inter-Organisational Labour Mobility

Abstract

We integrate the Social Exchange Theory to test the influence of work-family conflict on the external mobility of employees and the interaction effect of transformational leadership. The study used quantitative data from a survey of 333 public agency employees and analysed it with the help of Partial Least Square Structural Modeling. The study revealed that work-family conflict significantly and positively influences inter-organisational labour mobility. Furthermore, transformational leadership was found to be an important factor that moderates the relationship between work-family conflict and inter-organisational labour mobility. Under the foundations of the Social Exchange Theory, results reveal the significance of work-family conflict in explaining inter-organisational labour mobility.

Additionally, the study has proved the worthiness of transformational leadership behaviour in lessening the impact of work-family conflict on inter-organisational labour mobility to both managers and policy makers in the Tanzanian working environment. According to the findings, organisations should set up transformational leadership training courses to give managers the essential leadership capabilities they need to improve employee retention. The study gives new insights into existing labour mobility models and leadership theories by conceptually confirming that transformational leadership can interact with work-family conflict and reduce its impact on inter-organisational labour mobility under the influence of Social Exchange Theory. Nonetheless, due to the study limitations, the research calls for future study by considering different national contexts, such as cross-national studies focusing on the influences of cultural, institutional and macroeconomic factors in work-family conflict, which might produce additional knowledge.

Copyright

© 2026 The Author(s)

Open Access

Open Access This chapter is licensed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (http://creativecommons.org/licenses/by-nc/4.0/), which permits any noncommercial use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made.

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TY  - CONF
AU  - Rosemary Massae
PY  - 2026
DA  - 2026/06/13
TI  - Work-Family Conflict, Transformational Leadership and Inter-Organisational Labour Mobility in Tanzania Public Sector: The Social Exchange Theory Perspective
BT  - Proceedings of the FIREtalk Conference - Research on FIRE! (research-on-fire 2025)
PB  - Atlantis Press
SP  - 290
EP  - 304
SN  - 2352-5398
UR  - https://doi.org/10.2991/978-94-6239-705-7_20
DO  - 10.2991/978-94-6239-705-7_20
ID  - Massae2026
ER  -