Can a Manager Have a Life and a Career? International and Multisource Perspectives on Work-Life Balance and Career Advancement Potential

Department of Psychology, Baruch College, City University of New York, New York, NY 10010-5585, USA.
Journal of Applied Psychology (Impact Factor: 4.31). 07/2008; 93(4):789-805. DOI: 10.1037/0021-9010.93.4.789
Source: PubMed


The present study was the first cross-national examination of whether managers who were perceived to be high in work-life balance were expected to be more or less likely to advance in their careers than were less balanced, more work-focused managers. Using self ratings, peer ratings, and supervisor ratings of 9,627 managers in 33 countries, the authors examined within-source and multisource relationships with multilevel analyses. The authors generally found that managers who were rated higher in work-life balance were rated higher in career advancement potential than were managers who were rated lower in work-life balance. However, national gender egalitarianism, measured with Project GLOBE scores, moderated relationships based on supervisor and self ratings, with stronger positive relationships in low egalitarian cultures. The authors also found 3-way interactions of work-life balance ratings, ratee gender, and gender egalitarianism in multisource analyses in which self balance ratings predicted supervisor and peer ratings of advancement potential. Work-life balance ratings were positively related to advancement potential ratings for women in high egalitarian cultures and men in low gender egalitarian cultures, but relationships were nonsignificant for men in high egalitarian cultures and women in low egalitarian cultures.

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    • "Moreover, women in societies that emphasize egalitarian gender values are more likely to occupy positions of high authority, and thus may have significant influence on policies that support employees' need to combine work and family demands (Lyness and Kropf, 2005) Uunk et al. (2005) reported that in countries that promote gender equality, employers tend to be more supportive of employees' need to combine work and family life. Since gender egalitarianism concerns distinctions in gender roles (Lyness and Judiesch, 2008), it may have implications for gender differences in experiences of the work-family interface in different cultural contexts. "
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    • "Similarly, normative views on women's roles in the market and household may also influence the way employers provide flexible work arrangements. In countries where gender norms are positive towards women, and especially mothers, working, there may be more demand from workers for employers to provide family friendly arrangements (Kassinis & Stavrou, 2013; Lyness & Judiesch, 2008). "
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    • ", 1995 ; Markus & Kitayama , 1991 ) . Similarly , under the influ - ence of more egalitarian role division in high GE cultures ( Lyness & Judiesch , 2008 ) , "
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