This study investigated influence of work- family conflict, organisational leadership, and mentoring on employee performance and job satisfaction among bank workers in Nigeria. It adopted a descriptive research design that utilizes correlational method. The study used simple random sampling technique in selecting the participants. Six banks were randomly selected in South-western Nigeria, with the sample of 300 bank workers. Instruments used were Pradhan and Jena Employee Performance Scale (EPS), α = 0.91; Macdonald and MacIntyre Generic Job Satisfaction Scale, α= 0.77; Haslam, Filus, Morawska, Sanders & Fletcher Work-Family Conflict Scale (WAFCS), α = 0.91; Bass and Avolio Multifactor leadership Questionnaire, α = 0.80; Berk, Berg, Mortimer, Moss & Yeo Mentoring Effectiveness Scale, α = 0.95. There were six hypotheses, tested with Pearson Product Moment Correlation (PPMC) and two-stage approach to Partial Least Square Structural Equation Modeling (PLS-SEM) at P<.05. It was found that: mentoring (r = 0.40, p < 0.05), organisational leadership (r = 0.29, p < 0.05) and work-family conflict (r = 0.37, p < 0.05) significantly correlated with employee performance. Mentoring (r = 0.54, p < 0.05), organisational leadership (r = 0.55, p < 0.05) and work-family conflict (r = 0.29. p < 0.05) significantly correlated to job satisfaction. Work-family conflict, organisational leadership and mentoring jointly explained 24.3?o of the variance in employee performance. Work-family conflict, organisational leadership and mentoring jointly explained 39.8% of the variance in job satisfaction. Work-famiiy conflict (β = 0.281, p < 0.05) and mentoring (β = 0.259, p < 0.05) significantly predicted employee performance, organisational leadership (β = 0.099, p > 0.05) did not significantly predict employee performance. Mentoring (β = 0.334, p < 0.05), organisational leadership (β = 0.354, p < 0.05) significantly predicted job satisfaction. Therefore, banks need to develop strategies that would enable employees enjoy better work-life balance. They should adopt a system which ensures that tellers take at least one-hour break in turns in the course of the day

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