Purpose
This study investigated the crossover of work–family conflict (WFC) from supervisors to subordinates employed in conventional work settings. The authors hypothesized that the supervisor’s WFC would impact the subordinate’s level of WFC, and the level of crossover would vary with relationship quality or LMX.

Design/methodology/approach
The authors surveyed a matched set of 150 supervisors and 193 subordinates from several services organizations who were recruited using a snowballing technique. Data were analysed using hierarchical regression analyses and moderation testing.

Findings
Results confirmed a significant direct crossover path. Further, the crossover was found to be lowered in the event of higher LMX quality.

Research limitations/implications
The findings provide significant insights into the conditions under which transmission of WFC takes place by broadening crossover research in the work–family area. Future studies must explore the crossover of work–family enrichment and the role of leadership styles, empathy and perspective taking of subordinates in the crossover.

Practical implications
Supervisors must endeavour to reduce the level of WFC of subordinates by trying to build high-quality LMX by regularly interacting with them and by providing them a supportive climate. Employees in turn must support supervisors in various means, which will help them gaining manager’s trust and support.

Originality/value
Examination of the potential mitigating effect of high-quality LMX in the crossover of WFC in supervisor–subordinate dyads has rarely been investigated in the past.