In the past year, the devastating COVID-19 crisis has rapidly aggravated the dire problem of leadership burnout and propelled it to the forefront of organizational concerns. On a regular basis but particularly during times of uncertainty and hardship, the myriad daily demands and responsibilities involving high stakes decisions can easily deplete and distress managers, as they are expected to tackle strategic decisions while also caring for the well-being of their followers and guiding work teams. Unfortunately, experiencing low (emotional) well-being—depleted energy and the lack of positive emotional experiences—has been linked to lower performance and effectiveness. Thus, it is crucial and timely to better understand how leaders can effectively regulate themselves to recover their own sense of well-being—whether this recovery takes place at or outside of work (i.e., at home)—especially during challenging times when leaders’ well-being is most likely to be precarious. Traditionally, researchers have focused largely on a “follower-centric” perspective and focused less on a “leader-centric” perspective. While the former emphasizes the interpersonal consequences of leader behaviors on their followers, a small but emerging literature takes the latter approach, seeking to understand the intrapersonal consequences of leaders’ behaviors—that is, how the behaviors that leaders engage in affect their own emotions, attitudes, and/or leadership behaviors (e.g., Foulk, Lanaj, Tu, Erez, & Archambeau, 2018; Lanaj, Johnson, & Lee, 2016; Lin, Scott, & Matta, 2019). Given the tenor of our time and in line with the 2021 AoM theme, “Bringing the Manager Back in Management,” our symposium takes a leader-centric perspective and explores how leaders’ behaviors at and outside of work are associated with their experience of well-being. Going further, we also investigate (a) boundary conditions (i.e., moderators) and (b) how, in turn, leaders’ experience of well-being affects their leadership attitudes (e.g., leader identity) and/or behaviors (e.g., procedural justice, transformational leadership behavior, effort-based performance). To provide a comprehensive examination of the phenomenon of leader well-being, our symposium addresses three complementary questions guided by our leader-centric approach: (1) How does a leader experiencing low well-being (i.e., depletion) affect the leader’s (subsequent) leadership behaviors? (Young, Lee, & Johnson) (2) How do leader behaviors at work, especially during times of hardship, affect the leader’s experience of well-being? (Bae & Mayer; Lee & Kim) (3) How do leader behaviors outside of work (i.e., at home after work) affect the leader’s (next day) experience of well-being at work? (Lanaj & Jennings). By answering these questions, our symposium sheds light on the intrapersonal consequences of leader behavior. In doing so, we uncover what kinds of leader behaviors, both at work and at home, help to sustain leaders’ (emotional) well-being. Influence and Adjustment: Examining the Role of Ideal Affect for Leader Self-Regulation Presenter: Henry Robin Young; Eli Broad School of Business, Michigan State U. Presenter: Hun Whee Lee; The Ohio State U. Fisher College of Business Presenter: Russell Eric Johnson; Eli Broad School of Business, Michigan State U. Pepped Up or Petered Out: An Examination of the Energizing Effects of Leaders Giving Pep Talks Presenter: Katherine Kay Bae; U. of Michigan, Ross School of Business Presenter: David Mayer; U. of Michigan Finding Hope in Times of Hardship: A Daily Investigation of the Benefits of Reflective Conversation Presenter: Hun Whee Lee; The Ohio State U. Fisher College of Business Presenter: Sooyeol Kim; National U. of Singapore (NUS) The Importance of Leader Recovery Activities for Leader Identity and Behavior Presenter: Klodiana Lanaj; U. of Florida Presenter: Remy E. Jennings; U. of Florida