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Abstract

We focus on everyday role transitions involving home, work, and other places. Transitions are boundary-crossing activities, where one exits and enters roles by surmounting role boundaries. Roles can be arrayed on a continuum, spanning high segmentation to high integration. Segmentation decreases role blurring but increases the magnitude of change, rendering boundary crossing more difficult; crossing often is facilitated by rites of passage. Integration decreases the magnitude of change but increases blurring, rendering boundary creation and maintenance more difficult; this challenge often is surmounted by boundary work.
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... The strategies the participants used then became the focus of subsequent questioning until no additional information was needed to understand the phenomenon (interviews 7-14). Further analysis identified role switching (Ashforth et al., 2000;Lynch, 2007;Danna-Lynch, 2010;Cornwell, 2013) as a social cognitive mechanism for maintaining boundaries. We then used role switching as a sensitizing concept (Charmaz, Iterative cycle Exemplar question Interviews 1-6 ...
... The notion of regulating roles also invites us to draw on previous role transition and role switching research to guide our teaching and research. Role transition literature describes how routines, scripts, or rituals can take advantage of planned transition points, such as the commute to and from work, to exit from one role and enter into a different role (Ashforth et al., 2000;Cornwell, 2013). This literature also describes abrupt and unexpected role transitions as "shifting gears" or "wearing different hats" (Ashforth et al., 2000;Brocious et al., 2013;Tempelaar & Rosenkranz, 2019) and explains how microtransitions can become routine when multiple roles must be repeatedly enacted in the same context (Ashforth et al., 2000;Tempelaar & Rosenkranz, 2019). ...
... Role transition literature describes how routines, scripts, or rituals can take advantage of planned transition points, such as the commute to and from work, to exit from one role and enter into a different role (Ashforth et al., 2000;Cornwell, 2013). This literature also describes abrupt and unexpected role transitions as "shifting gears" or "wearing different hats" (Ashforth et al., 2000;Brocious et al., 2013;Tempelaar & Rosenkranz, 2019) and explains how microtransitions can become routine when multiple roles must be repeatedly enacted in the same context (Ashforth et al., 2000;Tempelaar & Rosenkranz, 2019). For example, managers must adapt to frequently transitioning between a subordinate role with their boss and a supervisor role with their subordinates (Ashforth et al., 2000). ...
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Despite agreement that teaching on professional boundaries is needed, the design of health profession curricula is challenged by a lack of research on how boundaries are maintained and disagreement on where boundaries should be drawn. Curricula constrained by these challenges can leave graduates without formal preparation for practice conditions. Dual role or overlapping relationships are an example: they continue to be taught as boundary crossings amidst mounting evidence that they must be routinely navigated in small, interconnected communities. In this study, we examined how physicians are navigating overlapping personal (non-sexual) and professional relationships with the goal to inform teaching and curricula on professional boundaries. Following constructivist grounded theory methodology, 22 physicians who had returned to their rural, northern and/or remote hometown in British Columbia, Canada or who had lived and practised in a such a community for decades were interviewed in iterative cycles informed by analysis. We identified four strategies described by physicians for regulating multiple roles within overlapping relationships: (a) signalling the appropriate role for the current context; (b) separating roles by redirecting an interaction to an appropriate context; (c) switching roles by pushing the appropriate role forward into the context and pulling other roles into the background; and (d) suspending an interfering role by ending a relationship. Negotiating boundaries within overlapping relationships may involve monitoring role clarity and role alignment, while avoiding role conflict. The enacted role regulation strategies could be critically assessed within teaching discussions on professional boundaries and also analyzed through further ethics research.
... Alleenwonenden en mensen zonder aparte werkruimte thuis zeiden vaker dan anderen dat het verplichte thuiswerken erg belastend was (20% en 13%), maar ook onder hen had een groot deel er niet of slechts enigszins moeite mee. Misschien zit de verklaring deels in bepaalde karaktertrekken of specifieke kenmerken van de thuissituatie waarover we geen informatie hebben, zoals de vaardigheid om de werkdag te structureren (Raghuram en Wiesenfeld 2004) of een voorkeur voor het integreren in plaats van segmenteren van het werk-en privédomein (Ashforth et al. 2000). Tot slot zijn er aanwijzingen dat de combinatie van volledig thuiswerken en andere coronamaatregelen het welbevinden soms iets verminderde. ...
... Andere hebben er wel last van als de grens tussen werk en privé vervaagt. In de literatuur worden deze twee typen werknemers aangeduid als integreerders en segmenteerders (Ashforth et al. 2000). Het is te verwachten dat segmenteerders meer problemen hebben door thuiswerken. ...
... Detachment literature shows people's ability to set boundaries for their work is an important determinant of psychological detachment (Ashforth et al., 2000;Haun et al., 2022). A high degree of work-home segmentation predicts more efficient psychological detachment. ...
Article
Purpose This paper examines an employee's recovery process in the remote-working context. It explores which elements of remote work are energy-consuming for employees and what action they can take to instigate the essential recovery strategy of psychological detachment. Design/methodology/approach The study adopts a qualitative research approach based on 89 semi-structured interviews with employees working from home with six large corporations from multiple industries. The data were interpreted using thematic analysis. Findings The study identifies a main theme – the energy-consuming elements of remote work – and three sub-themes: extended working hours, intensive working and reduced social support. Each theme incorporates elements controlled by individuals (internal) and those beyond their control (external). Second, the authors identified strategies that helped individuals to detach from work, and devised four sub-themes, the authors labeled cognitive controlling, physical disconnection from work, time-bound routines and non-work activities. Originality/value This is the first study to focus on recovery as a process in the context of remote working, and it contributes to the knowledge of psychological detachment and strategies for recovery and to the literature on contemporary remote working.
... Some do not consider it necessary for employees to remain available to work except in emergency situations such as a tight deadline, while others expect them to react promptly to all incoming communication (Kreiner et al., 2009). In boundary theory, these differences are described in terms of integration and segmentation norms (Ashforth et al., 2000). Organizations with a segmentation norm encourage employees to leave their work at the office and do not expect them to stay available for work purposes outside of regular working hours. ...
Article
In the present study, we introduce the concept of availability ambiguity and propose that it extends our understanding of the consequences of availability expectations after hours beyond the absolute level perceived by employees. Thus, we investigated how the level and ambiguity of supervisors’ availability expectations contribute to ICT communication satisfaction, detachment, work-home interference, and exhaustion. Furthermore, we test the effectiveness of a training for supervisors aimed at encouraging them to be transparent about their availability expectations by making explicit agreements with their team. In cross-sectional Study 1, data from 235 individuals showed that availability ambiguity predicted detachment and work-home interference beyond the effect of availability expectations. This finding underscores the need for clear agreements, which was addressed in an intervention tested in the two-wave Study 2. Results from 62 subordinates at T1 and 33 at T2 belonging to 17 different supervisors who participated in the training indicated an increase in explicit agreements and a decrease in availability ambiguity, but no decrease in levels of availability expectations or emotional exhaustion and no increase in ICT communication satisfaction, detachment, or work-life balance. Taken together, our studies show that the ambiguity of availability expectations is a unique stressor that needs to be and can be targeted.
... Нарушение границ работы и личной жизни Психические и эмоциональные нагрузки на работе и дома, нарушение границ в выполнении социальных ролей (Ashforth, Kreiner, Fugate, 2000). ...
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... Many emerging leaders report that, in order to climb the social and economic ladders, they have been reticent in establishing proper boundaries for themselves (ineffective self-gatekeepers): institutional boundaries, boundaries between diverse cultures and ethnicities, and interpersonal boundaries-resulting in compromised personal relationships, compromised health (including personal energy degradation and jeopardized mental health), and compromised resilience. Boundaries can be completely segmented (roles are separated), integrated flexibly (allowing for a boundary to accommodate the demands of other domains), or integrated permeably (extent to which aspects of another domain is allowed to enter)-the latter two does pose the risk of role blurring (Ashforth et al., 2000;Clark, 2000;Demerouti, 2015;Desrochers & Sargent, 2004;. Authentic leaders tend to manage the alignment of their values with their objectives and behaviors through self-regulation. ...
Chapter
The dynamic landscape of modern organizations necessitates the cultivation of authentic leaders to drive success and ensure sustainability. Effective leader development is characterized by self-awareness, relational transparency, balanced processing, and an internalized moral perspective. This chapter explores the intricate relationship between leader growth and development, and authenticity, offering insights into some key enablers and stumbling blocks of authenticity. The identified enablers that were discussed include: self-awareness, personal vision, ethics and morals, openness and deep care, intentions and imperfection, self-efficacy and self-confidence, and self-regulation. The identified stumbling blocks that were discussed include: societal expectations, contingent self-esteem, inability to process negative feedback, and mimicking and acculturation. In discussing the enablers and stumbling blocks, various developmental approaches that facilitate the cultivation of authentic leadership are identified, including transformative learning and unlearning, reflective and contemplative practices, the role of feedback, as well as the need for therapy and coaching. Ultimately, authenticity is about the enactment of important beliefs, values, principles, and identities of leaders, since they affect relationships with subordinates, colleagues, and the broader stakeholder community.KeywordsSelf-awarenessSelf-efficacySelf-regulationPersonal visionAuthenticityPersonal masteryValues and moralsBoundariesLeader
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Indonesia's construction industry has experienced remarkable growth over the past decade, as evidenced by statistical data from 2010 to 2019. The number of companies focused on construction has surged in tandem with Indonesia's economic growth. However, this rapid growth has led to a significant discrepancy between the increasing number of staff and available companies. Such an imbalance places immense pressure on construction staff, straining their workloads and overall job satisfaction. To address this issue, a comprehensive research study was conducted employing a combination of field research and literature reviews. The research involved direct visits to the study site to gather primary data from respondents. Primary data collection methods included observations and the use of questionnaires, which probed various variables relevant to the study. Furthermore, extensive literature reviews were conducted, drawing insights from journals, articles, textbooks, and relevant government regulations. The primary objective of this research was to investigate the relationship between workload, work distress, sleep problems, and job satisfaction among employees within the construction industry. The study aimed to identify potential avenues for enhancing employee job performance by mitigating familial and sleep-related challenges. The research focused on employees working within multinational and international contractor branches, as the exact population figures were unavailable, necessitating a nonprobability sampling approach. The research employed quantitative analysis, specifically structural equation modeling (SEM), to examine the intricate connections between work-related factors and their impact on employees' well-being and job satisfaction. The findings of the study revealed both direct and indirect influences of work and family dynamics on job-related issues within the private sector. Notably, companies in the construction industry experienced heightened work pressure, attributed to their higher workload, yet also exhibited greater support from regulatory and business sectors. This research underscores the significance of distinguishing between different sectors when exploring the interplay between work and family dynamics. By shedding light on the unique challenges faced by the construction industry, this study contributes to the existing body of work-family literature, emphasizing the need for tailored approaches when analyzing work-family relationships in distinct sectors.
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An examination of the literature on conflict between work and family roles suggests that work-family conflict exists when: (a) time devoted to the requirements of one role makes it difficult to fulfill requirements of another; (b) strain from participation in one role makes it difficult to fulfill requirements of another; and (c) specific behaviors required by one role make it difficult to fulfill the requirements of another. A model of work-family conflict is proposed, and a series of research propositions is presented.
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