Improving employee outcomes in the remote working context: a time‐lagged study on digital‐oriented training, work‐to‐family conflict and empowering leadership

Abstract

Drawing on social exchange theory, this study develops a research framework that highlights the moderating role of empowering leadership and the link between digital‐oriented training programs and employee outcomes in the context of remote work. We conducted a study utilizing the time‐lagged research design. Data were collected from 259 supervisor–employee dyads working in companies located in different regions in Vietnam. The results demonstrate that a training program for digital skills enhances employees' perceived organizational support, which, in turn, reduces work‐to‐family conflict. By exploring the moderating role of empowering leadership, this study supports the moderation and moderated mediation models. Particularly, both direct and indirect influences are stronger when empowering leadership is high, and weaker if empowering leadership is low. Additionally, we highlight the impact of easing work‐to‐family conflicts on employee job satisfaction and performance in a new context: remote working. Finally, we discuss managerial and theoretical contributions and limitations.