Megan M. Walsh, Erica Carleton, Mikaila Ortynsky, Ellen Choi, Amanda J. Hancock and Kara A. Arnold
We investigate how mindfulness can help women leaders manage the work–home conflict using boundary theory. In this daily diary study, we examine daily levels of mindfulness as an…
Abstract
Purpose
We investigate how mindfulness can help women leaders manage the work–home conflict using boundary theory. In this daily diary study, we examine daily levels of mindfulness as an antecedent to daily self-control and perceptions of work–home conflict. We propose that higher levels of daily mindfulness act as a personal resource that fosters self-control capacity, and this leads to a greater ability to manage work–home conflict.
Design/methodology/approach
A total of 86 women enrolled in a 30-day online mindfulness training program and completed daily surveys after each daily mindfulness training session. Data was analysed using the multilevel structural equation modelling.
Findings
Results demonstrate that higher levels of daily mindfulness predict lower levels of daily work–home interference, and this relationship is mediated by self-control. This research supports the role of mindfulness through self-control on work–home conflict for women in leadership. Given the relatively high workforce participation among women with caregiving responsibilities, identifying resources that can be cultivated in order to enable more women to stay engaged in the workforce shows promise.
Originality/value
This study adds to the nascent literature of gendered mental health and well-being in leadership. Notably, women leaders often play a supportive role for employees and co-workers. Our findings suggest mindfulness training can be a useful tool to increase self-control resources in times of crises to mitigate the work–home conflict.
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Matthew B. Perrigino, Ellen Ernst Kossek, Rebecca J. Thompson and Todd Bodner
Despite the proliferation of work–family research, a thorough understanding of family role status changes (e.g. the gaining of elder or child caregiving responsibilities) remain…
Abstract
Purpose
Despite the proliferation of work–family research, a thorough understanding of family role status changes (e.g. the gaining of elder or child caregiving responsibilities) remain under-theorized and under-examined. The purpose of this paper is to conceptualize various forms of family role status changes and examine the ways in which these changes influence various employee outcomes.
Design/methodology/approach
Data were collected as part of the work–family health study. Using a longitudinal, three-wave study with two-time lags of 6 months (n = 151 family role status changes; n = 392 individuals with family role stability), this study uses one-way analysis of variance to compare mean differences across groups and multilevel modeling to examine the predictive effects of family role status changes.
Findings
Overall, experiences of employees undergoing a family role status change did not differ significantly from employees whose family role status remained stable over the same 12-month period. Separation/divorce predicted higher levels of family-to-work conflict.
Originality/value
The work raises important considerations for organizational science and human resource policy research to better understand the substantive effects of family role status changes on employee well-being.