Follow the leader: middle management and supervisors' impacts on work-life balance practices

ABSTRACT

The current organizational landscape, with its calls for flexibility, innovation, and rapid response to change, has resulted in increased work demands and longer working hours for many employees (Brett & Stroh, 2003;Lewis & Cooper, 2005).Also, access to technology, such as smartphones, widespread internet, social media, and video chatting, has increased the amount of time people spend working (Voydanoff, 1988), thus making work-life balance (WLB) an important social and organizational issue (Kanwar et al., 2009). Many organizations have implemented family-friendly workplaces for their employees (Kossek & Van Dyne, 2008;Lobel & Kossek, 1996). Research has suggested that supportive supervisor behaviors might influence employees' perceptions of family-friendly programs (Batt & Valcour, 2003;Thomas & Ganster, 1995;Thompson & Prottas, 2005). However, few studies have examined the effects of leadership as it relates to promoting the success of family-friendly programs and WLB. The purpose of this qualitative, phenomenological study was to examine the extent to which managers and supervisors practiced and expressed value for work-life balance impacts on their organization's commitment to implementing family-friendly workplace policies. The ultimate goal of this study is to answer the question "Do middle managers and supervisors practice work-life balance within their own lives?" Both Kahn et al.'s (1981) role theory and Grandey and Cropanzano's (1999) conservation of resources (COR) model were used as theoretical frameworks for this study. This study utilized seven standardized open-ended questions to explore strategies used by 13 managers and supervisors to achieve work-life balance. The findings in this study support the literature surrounding those in the modern-day workforce working long hours and not being able to complete daily tasks by the end of each workday. Also, the managers and supervisors in this study with children at home experienced more challenges in the family domain. Furthermore, the new normal of COVID-19 and its effect on the external environment has created different types of challenges for both the managers and supervisors and the organizations where they are employed. (PsycInfo Database Record (c) 2021 APA, all rights reserved)