7.) Cultivating "Work-Life Balance" : Through Leadership Initiatives

 

Cultivating Work-Life Balance:

 Through Leadership Strategies  

By Nirmala Rathnayke

Maintaining a healthy work-life balance has become a priority for both employees and organizations. For individuals as well as companies, maintaining a healthy work-life balance has become a top goal. In order to ensure productivity and organizational success while fostering employee well-being, "Effective Leadership" is essential. This article examines numerous Leadership Techniques with Literature reviews, and Woman Leadership that help organizations foster a "work-life balance".

Work-life balance is defined as the proportion of time spent working vs personal activities (Abioro et al., 2018; Lazar, Osoian, & Ratiu, 2010). The ability to strike a balance between work and personal obligations and consequently improve employee performance is made possible by fostering a work environment that is healthy and supportive (Delecta, 2011; Dhas, 2015). Work-life balance is supported by two concepts, namely, achievement, and happiness (W. Wolor, Kurnianti, Zahra, & Martono, 2020). Someone must have both, this is the reason why those who are considered successful do not feel as happy or unhappy as they should be (Bataineh, 2019). 

While promoting work-life balance is a common and beneficial goal for Leadership, the extent to which it can be effectively implemented might vary based on factors like the industry, organizational culture, and Leadership style. Some leadership roles and industries may have more flexibility to promote work-life balance, while others might face constraints that make it more challenging.

However, most Leadership positions have the ability to influence work-life balance to some degree. Even within constraints, leaders can demonstrate and encourage practices that support employees' well-being. It might require creativity and adaptability to find the right balance, but leadership that prioritizes work-life balance tends to lead to more engaged and satisfied employees. In situations where external factors limit the ability to promote work-life balance directly, leaders can still contribute by fostering a supportive environment, encouraging open communication, providing resources for well-being, and advocating for policies that promote a healthier work-life balance. It's about doing what's feasible within the context of the specific leadership role and organization.

According to May et al. (2003), authentic leadership is a values-based leadership approach characterized by increased moral capacity and resiliency. Positive self-transcendent values, such as care for the improvement of all (such as well-being), as well as benevolent values, such as concern for close associates (such as responsibility), are all components of authentic leadership. These values stand in opposition to the self-enhancing ideals of success, dominance, and hedonism (Schwartz, 1994). Authentic leaders, according to Michie and Gooty (2005), put self-transcendent values ahead of self-enhancement values. A recent study supports this idea by demonstrating that authentic leaders are regarded as having better levels of behavioral integrity (Leroy et al., 2012b). In light of this, we suggest that genuine leaders who are motivated by values will take ownership of their own and others' well-being and that one way to achieve this is to support a healthy work-life balance.

• In today's blog article focuses on 2 topics under "Work-Life Balance" ;

1.)   "Work-Life Balance"; Through Strategic Leadership 

2.) "Work-Life Balance"; Through "Cross-Generational Perspectives, "Women’s Leadership "

1.) Work-Life Balance; Through Strategic Leadership:

Promoting work-life balance through strategic management leadership involves weaving the concept of well-being into the very fabric of the organization's overarching strategies and operations. This approach recognizes that a balanced workforce is not only essential for employee happiness but also critical for sustained business success. 

    1.1) Strategic Priority; Employee Welfare  & Resource-Based View Theory:

Several HR theories can be applied to address and promote work-life balance in organizations. Here are a few key HR theories and concepts that can be used to support and implement work-life balance initiatives. 

• The Resource-Based View (RBV) Theory: 

Resource-Based View (RBV) is a theoretical framework in strategic management and human resources that suggests that an organization's success and competitive advantage are primarily determined by the unique resources and capabilities it possesses. These resources can include physical assets, technology, intellectual property, and human resources (employees). When applying the Resource-Based View to the concept of work-life balance in an organization, it means recognizing that employees are a critical resource, and their well-being and work-life balance can have a significant impact on the organization's overall performance and competitive advantage. Here's how RBV can be applied to work-life balance:

Human Resources as Valuable Assets: RBV emphasizes that human resources are valuable assets to the organization. Employees' skills, knowledge, and well-being are crucial for the organization's success. When employees are well-balanced and satisfied with their work-life arrangements, they are more likely to be productive, engaged, and committed to the organization.

Attracting and Retaining Talent: Organizations that prioritize work-life balance are more likely to attract and retain top talent. Highly skilled individuals often seek employers who value their well-being and offer flexible work arrangements. By doing so, organizations can build a competitive advantage by having a skilled and motivated workforce.

Unique Work-Life Balance Practices: RBV encourages organizations to develop unique and effective work-life balance practices that differentiate them from competitors. These practices can include flexible work schedules, remote work options, wellness programs, and family-friendly policies. When these practices are well-aligned with employees' needs, they become valuable resources that contribute to the organization's competitive advantage.

Resource Complementarity: RBV also emphasizes that an organization's resources should complement each other to create synergies and enhance performance. A workforce that experiences good work-life balance can complement other organizational resources, such as innovation and creativity, as employees are more likely to be motivated and engaged in their roles.

Sustainable Competitive Advantage: RBV suggests that for a competitive advantage to be sustainable, it should be difficult for competitors to replicate. Work-life balance practices can be challenging for competitors to copy exactly because they are deeply tied to an organization's culture, policies, and employee relationships. Therefore, a strong work-life balance culture can lead to a sustainable competitive advantage. 

Furthermore, Applying the Resource-Based View to work-life balance means recognizing that employees are a valuable resource that can significantly impact an organization's success and competitive advantage. By investing in work-life balance initiatives and policies that support employee well-being, organizations can leverage this resource to achieve better performance, attract and retain top talent, and build a sustainable advantage in the marketplace. Strategic alignment is crucial. Leaders must integrate work-life balance into the organization's mission and values, positioning it as a core component of its identity. By doing so, leaders send a powerful message that employee welfare is a strategic priority. This alignment guides decision-making, resource allocation, and policy formulation in ways that nurture work-life harmony.

 

• As An Example: HNB PLC, Sri Lanka Promotes Welfare Facilities To Staff Together With Lanka Hospital Consultations.

The Leading private sector bank HNB PLC of Sri Lanka joined together with Lanka Hospitals to provide consultations for a variety of services at the hospital's dedicated facility at One Galle Face Mall, reaffirming its dedication to employee health and wellness. The facility provides consultations in all three languages for a variety of services including counseling, psychotherapy, and physiotherapy, all of which are provided by a highly skilled and experienced team of specialists. 

Source: ColomboPage, Sri Lanka Internet News Paper. ( 2023)

Chammika Weerasinghe, Assistant General Manager of digital business at HNB mentioned "Given the difficulties and obstacles we have previously faced, we are acting pro-actively to address the health and welfare of our staff. This, in our opinion, is a big step toward ensuring that our workers get the help they need to live happy lives. We are thrilled to collaborate with Lanka Hospitals to introduce this program to our staff". ColomboPage, Sri Lanka Internet News Paper. ( 2023)

    1.2) Implementing Effective Policies Is Essential:

Secondly, crafting and implementing effective policies is essential. Strategic management leaders should develop comprehensive and clear policies that address flexible work arrangements, remote work options, and realistic workload expectations. These policies need to be communicated transparently to all employees, fostering an environment of fairness and trust. Strategic leaders also recognize that technology plays a vital role in enabling work-life balance, investing in tools that facilitate remote collaboration, communication, and task management. Moreover, strategic leaders champion the importance of employee well-being through ongoing communication efforts, highlighting the advantages of a balanced lifestyle, and showcasing the success stories of individuals who have achieved it.

• As An Example; The Winners And Losers Of Sri Lanka’s Work-From-Home Policy: 

The lack of pertinent laws and regulations controlling the employment from Home (WFH) practice has been recognized as a major impediment to remote employment in Sri Lanka, according to a recent report by the Institute of Policy Studies of Sri Lanka (IPS). In light of the continuing economic crisis, the publication promotes legislation changes to facilitate WFH and enhance labor market activity in the nation. The report points out that domestic legislation reform may be aided by the Home Work Convention, of 1996, which the International Labour Organization (ILO) endorsed.

Winners and Losers of Sri Lanka's Work from Home Policy is the most recent IPS publication, written by Dr. Nisha Arunatilake and Suresh Ranasinghe. The key laws that establish a legal framework for employment and compensation, such as the Shop and Office Act No. 19 of 1954 and the Wages Boards Ordinance No. 27 of 1941, the authors write, "do not facilitate WFH." Therefore, it is essential to amend current legislation to support WFH. The Home Work Convention of 1996's international standards can be used to rewrite domestic legislation and offer enforceable answers to difficulties facing the labor market today. (Weerasooriya & Walpola, 2022).

    1.3) Continuous Evaluation And Adaptation:

Strategic management leadership involves continuous evaluation and adaptation. Leaders should regularly measure the impact of work-life balance initiatives on employee satisfaction, engagement, productivity, and retention. This data-driven approach allows them to refine strategies based on feedback and emerging trends. Additionally, cultivating a culture of accountability is essential. Leaders lead by example, demonstrating their commitment to work-life balance, and managers are equipped to support their teams in maintaining this equilibrium. This overarching strategic approach ensures that work-life balance isn't just a fleeting buzzword but an enduring commitment that fuels employee well-being and organizational prosperity.

As stated by Avolio and Gardner (2005), "open, transparent, trusting, and genuine relationships" are fostered by authentic leaders with their followers. It has been shown that genuine leadership builds followers' psychological capital through these social processes (e.g., leader-member exchange, trust) and provides people a voice in decision-making. Wang et al. (2014); Hsiung, (2012). According to Algera and Lips-Wiersma (2012), tight ties with authentic leaders also foster follower authenticity. For instance, Yagil and Medler-Liraz (2014) discovered that genuine leadership reduced followers' worries about the unfavorable effects of genuine emotional responses. Based on these findings, authentic leaders should support followers by fostering meaningful relationships and helping them strike a healthy balance between their personal and professional requirements. 

2.)Work-Life Balance; Through Cross-GenerationalPerspectives, Women’s Leadership: 

Empathy and collaboration are prominent traits of many women leaders. These attributes foster a nurturing work atmosphere that encourages open dialogues about work-life needs and facilitates effective task management. Additionally, adaptability and flexibility, often developed by women leaders in the face of challenges in male-dominated fields, extend to recognizing the significance of work-life balance and accommodating diverse schedules.

    2.1) Positive Views Of Having Woman's Leadership:

Women leaders are often praised for their multitasking abilities. This proficiency translates into adeptly managing professional responsibilities and personal commitments, contributing to a balanced approach. Collaborative decision-making, role modeling by successful female leaders, and advocacy for inclusivity further underline their potential in promoting a work culture that values employee well-being. While these trends suggest specific strengths, it's crucial to remember that achieving work-life balance is a personalized journey shaped by various factors. Ultimately, effective balance relies on individual capabilities, preferences, and the supportive frameworks established by organizations and society.

In today's highly competitive global environment, organizations and society are weighed down by competing commitments and duties. Work-life balance has consequently become a crucial issue at the office, according to Kanwar, Singh, and Kodwani (2009, p. 3). According to Kanwar, Singh, and Kodwani, work-life balance significantly lowers organizational expenses and improves employee performance while facilitating job satisfaction and promoting a good balance between family and work life. It's interesting to note that they also found that one prevalent factor impeding the achievement of that very aim is burnout among people who struggle to achieve work-life balance. 

    2.2) Literature Review of Woman's Leadership:

Women leaders opAs stated by Slaughter (2012) on page 100, "Seeking a more balanced life is not a women's issue; the balance would be better for us all."  Few, however, contest the fact that women shoulder the majority of the responsibility for caring for children, grandchildren, and parents while still juggling domestic duties and employment obligations. According to Zhao (2011, p. 725), "Generally speaking, women's career development in the United States is still more subject to the needs of the family than those of men." More so than men, women view options like part-time employment, access to child care, and job flexibility as means to better balance their work and personal lives (Doble & Supriya, 2010). According to Guillaume and Pochic (2009), there are three choices for a man and woman who live together in the same house and hold.

Exploring work-life balance constructs, this research examined role integration, social support sources, and work-family conflict to determine their influence on women leaders. Findings suggested that women leaders felt the benefit of a variety of social support services, especially,  especially from sources external to the organization. Women leaders were diverse in role integration strategies, with respondents largely divided between blurring and segregating their work and nonwork roles. Time-based work-family conflict was slightly more apparent than strain-based conflict. Women leaders also indicated that their work interfered with their family more than their family interfered with their work. Findings provide valuable insights as to how women view work-life balance within their roles as leaders. 

Conclusion;

Achieving work-life balance is a crucial goal for individuals and businesses, and effective leadership plays a key role in achieving it. Women's leadership has been found to foster a work environment that values work-life balance, promoting equitable distribution of time between professional obligations and extracurricular activities. However, achieving this balance in practice can be challenging due to factors like industry, organizational culture, and leadership styles. Women leaders prioritize meaningful interactions and well-being, encourage workplace transparency, and foster a supportive environment through compassion, teamwork, and adaptability. Their multitasking prowess contributes to homeostasis and fosters a work environment that prioritizes employee well-being through collaborative decision-making, role modeling, and diversity advocacy. Regardless of gender, Effective Leadership Strategies emphasize coordination, policy effectiveness, and constant adaptation in achieving work-life balance.

References;

1.) Wolor, C. W., Solikhah, S., Fidhyallah, N. F., & Lestari, D. P. (2020). Effectiveness of e training e leadership and work life balance on employee performance during COVID19. The Journal of Asian Finance Economics and Business, 7(10), pp.443–450. 

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2.) Braun, S., & Peus, C. (2016). Crossover of work life balance perceptions does authentic leadership matter. Journal of Business Ethics, 149(4), pp.875–893. 

Accessed on: 13 August 2023

3.) Mattock, S. L. (2015). Leadership and work life balance. Journal of Trauma Nursing, 22(6), pp.306–307

Accessed on: 13 August 2023

4.) Lagier, M. (2019). Promoting work life balance as chair. The Department Chair, 30(2), pp. 15–16

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5.) Roebuck, D. B., Smith, D. N., & Haddaoui, T. (2017). Cross generational perspectives on work life balance and its impact on women’s opportunities for leadership in the workplace. Advancing Women in Leadership Journal, 33, pp.52–62. 

Accessed on: 14 August 2023

6.) Hayati, K. (2022). Transformational leadership how its effect work life balance and employee engagement. Asian Journal of Economics Business and Accounting, pp.75–82. 

Accessed on: 14 August 2023

7.) Colombo Page (2023).  HNB strengthens employee wellness. [Online]

Accessed on: 14 August 2023

8.) Weerasooriya, S., & Walpola, T. (2022). Winners and losers of sri lanka work from home policy.  The Island [online]

Accessed on: 14 August 2023

9.) Braun, S., & Peus, C. (2018). Crossover of work life balance perceptions does authentic leadership matter. Journal of Business Ethics, 149(4), pp.875-893.

Accessed on: 14 August 2023

10.)  Chaurasia, D. S. (2023). The role of organizational culture in promoting work life balance and empirical review. International Journal of Research Publication and Reviews, 4(7), pp. 2834–2837. 

Accessed on: 14 August 2023