Due to the profound impacts of COVID-19, personnel’s psychological health has been largely affected by the uncertainty and insecurity caused by the pandemic-induced turbulence. A growing body of research has been done to understand what enhances and hinders the personnel's well-being in the workplace. Leaders in work settings (e.g. executives, managers, entrepreneurs, etc.) are responsible not only for their own work, but the administrative and supervisory duties in the organization. However, the understanding of leaders’ well-being is surprisingly rare. Our study investigates the link between leaders’ work-family conflict (time and strain-based) and their job-related well-being. In addition, we drew upon the conservation of resource theory and examined the moderating role of leaders’ servant leadership style and the coping strategy for work-family conflict (WFC). By using a dyadic data from 516 participants (231 leaders and 285 of their direct subordinates) in Mongolian organizations, we discoevered that strain-based WFC (not for time-based WFC) is negatively related to leaders’ job-related well-being. Furthermore, based on the moderated hierarchical regression analysis, our findings suggest that servant leadership style intensifies the negative impacts of strain-based WFC on job-related well-being. In contrast, servant leadership positively moderates the relationship between time-based WFC and job-related well-being. In addition, results indicate that when leaders cope with their WFC by prioritizing job duty and familial responsibilities, time-based WFC (strain-based WFC) has stronger positive (stronger negative) effect on their job-related well-being. From the view of role congruity theory, we also found that strain-based WFC has a stronger negative influence on female leaders’ well-being than their male counterparts, suggesting that gender disparity remains a reality even to personnel with a leadership position. Theoretical contributions and managerial implications of our findings are discussed.

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