Authentic leadership, work–family enrichment and family role performance of the nurses in public hospitals: moderating role of power distance

Purpose Grounded in the work-home resources model, this study examines the relationship between authentic leadership and family role performance through work–family enrichment (WFE). Additionally, it explores the moderating role of power distance in influencing the relationship between authentic leadership and WFE, thereby affecting family role performance. Design/methodology/approach In this two-wave survey research design, the sample comprised 224 nurses in various roles at public hospitals in Bangladesh. Hierarchical regression analysis was conducted using the PROCESS macro and AMOS 23. Findings Nurses’ authentic leadership is positively associated with family role performance. Additionally, WFE mediates the relationship between authentic leadership and family role performance. Moreover, power distance moderates the association between authentic leadership and WFE. The results also highlight the conditional boundary effect of power distance on the relationship between authentic leadership and family role performance through WFE. Practical implications The results of this study help healthcare managers understand the importance of enhancing family role performance. They also emphasize the need for nursing managers to implement appropriate training, development and mentoring programs that foster authentic leadership among nurses, enabling them to enrich their resources effectively and improve work–family dynamics. Originality/value While existing literature has explored the connection between nurses’ authentic leadership and work–family outcomes, no study has specifically examined its impact on family role performance. This underscores the importance of understanding when and how authentic leadership influences nurses’ work–nonwork outcomes, positioning this study as a significant contribution to the existing research.