Leadership plays a critical role in shaping employees' management of work and family responsibilities, yet the work-family literature has predominantly focused on how leaders support employees, particularly through work-family supportive leadership (WFSL). This narrow perspective overlooks the broader implications of other well-established leadership behaviors for employees' work-family interface. To address this gap, the current meta-analysis systematically examines the relationships between a comprehensive taxonomy of work-centric leadership behaviors—encompassing relational-oriented, task-oriented, change-oriented, ethics-oriented, and destructive leadership—and employees' work-to-family conflict (WFC) and work-to-family enrichment (WFE), while comparing their effects with those of WFSL. A total of 292 independent samples from 269 studies eligible for inclusion in our meta-analysis. Our findings reveal that several work-centric leadership behaviors, such as ethics-oriented, change-oriented and destructive leadership, influence employees' work-family interface in ways that extend beyond WFSL's supportive function, contributing unique variance to WFC and WFE. These results highlight that WFSL should not be the sole focus when exploring how leadership impacts the work-family interface, and that work-centric leadership behaviors involve unique characteristics that shape their followers' work-family experiences. By integrating mainstream leadership theories with the work-family literature, this study makes a significant theoretical contribution by better connecting the leadership and work-family research fields and offering a more holistic understanding of leadership's role in employees' work-family interface.