Purpose: Drawing from the conservation of resources theory and the success resource model of job stress, the authors investigated the role of leader behaviours in the context of leader-member exchanges (LMXs) as a driver of leaders' job-related well-being and recovery. Specifically, they hypothesised positive affect and perceived competence as potential mechanisms enhancing leaders' job satisfaction and psychological detachment. Design/methodology/approach: Daily diary data were collected from 85 leaders over five consecutive working days (376 daily observations) and analysed using multilevel path analyses. Findings: Leader LMX behaviours were positively associated with leaders' positive affect and perceived competence at work at the person and day levels. Additionally, results provided support for most of the assumed indirect effects of leader LMX behaviours on leaders' job satisfaction and psychological detachment via positive affect and perceived competence. Practical implications: Leadership development activities should raise leaders' awareness of the relevance of resourceful interactions with followers for leaders' own well-being. Organisations should create a working environment that facilitates high-quality exchanges amongst their members. The current trend towards increasing digital and less face-to-face collaboration may pose a risk to this important resource source for leaders. Originality/value: These findings emphasise the day-to-day variation in leadership behaviours and that leaders' engagement in high-quality leader-follower interactions has the potential to stimulate a resource-building process for the benefit of leaders themselves.