Managing the work–family interface: a global leadership challenge

Abstract

Managing the work–family (WF) interface is a critical challenge for global leaders, particularly post-COVID-19. This chapter explores three primary facets of this challenge: managing their own WF interface, addressing theWF interface of employees in multicultural and hybrid workplaces, and creating a family ethos at work through paternalistic leadership. Global mobility adds complexity to the WF interface due to cultural, institutional, linguistic, and social adjustments, impacting both conflict and enrichment dynamics. Role stress and resource-based the oriesoffer insights into the effects ofWF conflict on expatriate turnover, well-being, andjob performance, while also highlighting the potential for WF enrichment through supportive family and work environments. Leaders must navigate diverse cultural norms and expectations in hybrid workplaces, ensuring equitable and culturally sensitive WF policies. Challenges include maintaining work–life boundaries, managing constant connectivity, and accommodating varied family-related needs. Paternalistic leadership, prevalent in high power distance and collectivist cultures, further complicates the WF interface by blending professional and personal roles, requiring careful balance to avoid dependency and maintain employee empowerment. This review provides a roadmap for future research and practical strategies for global leaders. It emphasizes the importance of understanding cultural differences, implementing fair and supportive WF policies, and promoting autonomy andclear boundaries. By addressing these challenges, global leaders can enhance both organizational performance and employee well-being, fostering a more balanced and productive work environment.