Perceived authentic leadership style and the resource spiral: unlocking employee well-being through support and balance

Purpose This study investigates the relationship between perceived authentic leadership and employee well-being, examining the mediating role of perceived organizational support and the moderating role of work–life balance. Drawing on conservation of resources (COR) theory, the study explores how leadership styles and contextual factors combine to influence employee outcomes. Design/methodology/approach A time-lagged survey design was employed to collect data from 750 employees across sectors in India. Data were analyzed using Hayes Process Macro and bootstrapping techniques to test the moderated mediation model. Findings Perceived authentic leadership style positively influenced employee well-being through improved perceived organizational support. Furthermore, the indirect effect was stronger when employees reported high levels of work–life balance. Research limitations/implications The study extends conservation of resources (COR) theory by highlighting how authentic leadership behaviors create resource-rich environments that foster employee well-being, particularly when personal resource preservation (work–life balance) is high. Practical implications The findings offer actionable insights for organizations aiming to build leadership development programs that prioritize authenticity, enhance organizational support structures and promote work–life balance initiatives to boost employee well-being. Originality/value This study uniquely integrates perceived authentic leadership style, organizational support and work–life balance into a moderated mediation framework, providing a novel resource-based perspective on leadership and well-being relationships in organizational settings.