“…Carlson, Grzywacz, and Zivnuska (2009) and Nitzche, Jung, Kowalski, and Pfaff (2014) Quick, Henley, & Quick, 2004), women in leadership often aspire to their leadership role because they want to make a deep meaningful impact on the organization and often feel work-life interference as they balance their desire to excel in both work and non-work roles (Fine, 2009 (French et al, 2018). Initially defined as the means by which an individual reduces strain and improves health and well-being (Cohen & Wills, 1985) or the exchange of resources between individuals with the intent to enhance well-being (Shumaker & Brownell, 1984;Zimet, Dahlem, Zimet, & Farley, 1988), subsequent research has validated that social support positively relates to improved work and family satisfaction (Ferguson, Carlson, Kacmar, & Halbesleben, 2016;Ford, Heinen, & Langkamer, 2007), mental health (Lee, Sudom, & Zamorski, 2013;Webber, & Fendt-Newlin, 2017), physical and psychological health (Bjørnstad, Patil, & Raanaas, 2016;Crain et al, 2014) and protection under adverse conditions (French et al, 2018). Social support has been classified by its forms including cognitive, behavioral, and perceptions (Barrera, 1986;Lakey & Cassady, 1990) as well as types including instrumental, appraisal, emotional, and informational support (Cohen & McKay, 1984;Parasuraman, Greenhaus, & Granrose, 1992).…”