Top Executives? Work Relationship and Work-Family Balance: by Eva-Maria Bauer

By Eva-Maria Bauer

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Additional info for Top Executives? Work Relationship and Work-Family Balance: Taxonomy Development and Performance ImplicationsTaxonomy Development and Performance ... Development and Performance Implic

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Wong/DeSanctis/Staudenmayer 2007). Existent research shows that job-related demands and resources are related to a person’s wellbeing, satisfaction, and performance. But to our knowledge, different patterns of top executives’ work relationship and their association with executives’ well-being, satisfaction, and performance as well as organizational performance receive no attention in existent research. , Burke 2000; McMillan et al. 2002; Spence/ Robbins 1992). For example, Spence and Robbins (1992) identified six distinct work relationship profiles, namely work enthusiasts, workaholics, relaxed workers, unengaged workers, enthusiastic workaholics, and disenchanted workers.

Beside the important contribution of this research stream, the focus on the top management team is not considered in this thesis. Therefore, we leave it at these examples and continue with reviewing research on the individual top executive, who is the subject considered in this thesis. To show the wide range of research in this area, we report some selected studies of top executives’ characteristics. The major results of these studies will be outlined in the following (see Table 2-1). In this second focus of top executive research, top executives have been studied as individuals.

Executives, who feel that work interferes with their family lives, or that their family responsibilities interfere with work, are significantly more likely to report high levels of job stress. Executives who report high levels of work-to-family conflict are significantly less likely to be satisfied with their lives. Larwood et al. (1995)/ Management 331 top executives in a variety of industries/ Survey/ Factor analysis, MANOVA, cluster analysis (quick cluster routine) Structural model of organizational vision There are three distinct configurations of executives concerning the content and structure of their organizational visions.

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