As the boundary between the work and family domains has blurred in the past decades, the ways in which work and family roles affect each other has received great attention by researchers (Greenhaus, 2008). Meanwhile, it is generally agreed that on the one hand, combining dual roles can have disadvantages, for example when demands in both roles conflict with each other, causing time pressure and feelings of stress (Greenhaus & Beutell, 1985). On the other hand, participation in work and family roles may have advantages, as one role may provide resources (e.g., skills, fulfillment), from which the other domain benefits as well (Wayne, Grzywacz, Carlson, & Kacmar, 2007). The work-family literature has underscored the importance of supervisors for employees juggling dual roles. Leaders who show understanding towards followers’ family issues have been found to reduce followers’ work-family conflict (Van Daalen, Willemsen, & Sanders, 2006) and contribute to followers’ work outcomes, such as higher organizational commitment, job satisfaction and reduced turnover intentions (Haar & Roche, 2008; Lapierre & Allen, 2006; Muse, Harris, Gile, & Feild, 2008).