The relationship between work-life balance and women leadership performance: The mediation effect of organizational culture

  • Authors

    • Duan Wei Hua
    • Nik Hasnaa Nik Mahmood
    • Wan Normeza Wan Zakaria
    • Li Cun Lin
    • Xia Xia Yang
    2018-10-02
    https://doi.org/10.14419/ijet.v7i4.9.20608
  • Organization Culture, Work-life Balance, Women Leadership Performance
  • Abstract

    The objective of this study is examining the relationship among work-life balance, organizational culture and women leadership performance in China, and testing the conceptual research model connecting those three variables. The model was designed and tested by Partial Least Square (PLS) based on data collected from a survey of 290 available questionnaires. The results confirmed that organizational culture has significant and positive mediating effect on the relationship between work-life balance and women leadership performance in China. The findings indicated that the good relationship between work-life balance and organizational culture would lead to a high women leadership. Therefore, organizational culture and work-life balance play crucial function within women leaders in China

     

     

  • References

    1. [1] CATALYST (2017). Women On Corporate Boards Globally.

      [2] Programme UND (2007), Human Development report 2007/2008: Fighting climate change: human solidarity in a divided world. New York, USA: Palgrave Macmillan.

      [3] Benson J & Yukongdi V (2005), Asian women managers: participation, barriers and future prospects. Asia Pacific Business Review 11(2):283-91.

      [4] Dolan J & Deckman MM (2017), Swers ML. Women and politics: Paths to power and political influence: Rowman & Littlefield.

      [5] Centre BV (2018), Leadership & Performance.

      [6] Spector PE, Cooper CL, Poelmans S, Allen TD, O'DRISCOLL M, Sanchez JI, et al (2004), A crossâ€national comparative study of workâ€family stressors, working hours, and wellâ€being: China and Latin America versus the Anglo world. Personnel Psychology 57(1), 119-42.

      [7] Schueller-Weidekamm C & Kautzky-Willer A (2012), Challenges of work–life balance for women physicians/mothers working in leadership positions. Gender medicine 9(4), 244-50.

      [8] Watts JH (2009), ‘Allowed into a man's world’meanings of work–life balance: Perspectives of women civil engineers as ‘minority’workers in construction. Gender, Work & Organization 16(1), 37-57.

      [9] Guillaume C & Pochic S (2009), What would you sacrifice? Access to top management and the work–life balance. Gender, Work & Organization 16(1), 14-36.

      [10] Adame C, Caplliure E-M & Miquel M-J (2016), Work–life balance and firms: A matter of women? Journal of Business Research 69(4), 1379-83.

      [11] Cashman K (2008), Leadership from the Inside Out: Becoming a Leader for Life: Easyread Super Large 18pt Edition: ReadHowYouWant. com.

      [12] Wang P & Walumbwa FO (2007), Familyâ€friendly programs, organizational commitment, and work withdrawal: the moderating role of transformational leadership. Personnel Psychology 60(2), 397-427.

      [13] Lapierre LM & Allen TD (2006), Work-supportive family, family-supportive supervision, use of organizational benefits, and problem-focused coping: implications for work-family conflict and employee well-being. Journal of occupational health psychology 11(2), 169.

      [14] Mishra S (2009), A study of organisational culture with reference to productivity leadership and organisational effectiveness a study conducted in selected industrial organisations in Gujarat. Available from ProQuest Dissertations & Theses Global (1782319875).

      [15] Berson Y, Oreg S & Dvir T, editors (2005), ORGANIZATIONAL CULTURE AS A MEDIATOR OF CEO VALUES AND ORGANIZATIONAL PERFORMANCE. Academy of Management Proceedings; Academy of Management Briarcliff Manor, NY 10510.

      [16] Munn SL (2012), Developing a work-life system using types of organizational culture: An integrated perspective of individuals, organizations and policy: The Ohio State University.

      [17] Gurvis J & Patterson G (2005), Balancing act: Finding equilibrium between work and life. Leadership in Action 24(6), 4-9.

      [18] Winkler JC (2010), Work-Life Balance: Strategies for Attaining and Maintaining Work-Life Balance: ERIC.

      [19] Trice HM & Beyer JM (1993), The cultures of work organizations: Prentice-Hall, Inc.

      [20] Schein EH (2004), Organizational Culture and Leadership (Jossey-Bass business & management series): Jossey Bass Incorporated.

      [21] Davies HT, Nutley SM & Mannion R (2000), Organisational culture and quality of health care. BMJ Quality & Safety 9(2), 111-9.

      [22] Flamholtz E & Randle Y (2011), Corporate culture: The ultimate strategic asset. American: Stanford University Press.

      [23] Denison DR & Mishra AK (1995), Toward a theory of organizational culture and effectiveness. Organization science 6(2), 204-23.

      [24] Dulewicz V & Higgs M (2005). Assessing leadership styles and organisational context. journal of Managerial Psychology 20(2), 105-23.

      [25] Svennerstål ABP (2015), Performance Leadership A leadership performance tool created by Climber and Svennerstål & Partners.

      [26] PerformNuace (2010), Building High-Performance Leaders.

      [27] Courtney NR (2014), Higher Education Leadership and Women: Understanding the Work-life Balance Through the Voices of Real Moms: University of Wyoming.

      [28] Mangels SE (2008), Does balance matter? The relationship between work-life balance and success for women college presidents: ProQuest.

      [29] Heath K(2012), Women in leadership: Strategies for work-life balance: Pepperdine University.

      [30] Kottabi D (2011), Exploring the leadership's role in supporting work-life balance in the federal government: UNIVERSITY OF PHOENIX.

      [31] Jones F, Burke RJ & Westman M (2013), Work-life balance: A psychological perspective: Psychology Press.

      [32] Bond S (2004), Organisational culture and work-life conflict in the UK. International Journal of Sociology and Social Policy 24(12), 1-24.

      [33] Meng J (2014), Unpacking the relationship between organizational culture and excellent leadership in public relations: An empirical investigation. Journal of Communication Management 18(4), 363-85.

      [34] Lucas DB (2005), A study of the relationship between transformational leadership and constructive organizational culture in small manufacturing companies: ProQuest.

      [35] Mishra S (2009), A study of organisational culture with reference to productivity leadership and organisational effectiveness a study conducted in selected industrial organisations in Gujarat.

      [36] Cegarra-Leiva D, Sánchez-Vidal ME & Gabriel Cegarra-Navarro J (2012), Understanding the link between work life balance practices and organisational outcomes in SMEs: The mediating effect of a supportive culture. Personnel Review 41(3), 359-79.

      [37] Denison DR (1990), Corporate culture and organizational effectiveness: John Wiley & Sons.

      [38] Key Associates I (2017), High Performance Leadership Assessing Your Skills.

      [39] Nixon P, Harrington M & Parker D (2012), Leadership performance is significant to project success or failure: a critical analysis. International Journal of productivity and performance management 61(2), 204-16.

      [40] Coopers PWH (2008), The Leaking Pipelines: Where are our female leaders? 79 women share their stories. Global Human Capital, Gender Advisory Council, retrieved May 2.

      [41] Sekaran U & Bougie R (2016), Research methods for business: A skill building approach: John Wiley & Sons..

      [42] Pallant J & Manual SS (2010), A step by step guide to data analysis using SPSS. Berkshire UK: McGraw-Hill Education.

      [43] Ringle CM, Wende S & Becker J-M (2015), SmartPLS 3. Boenningstedt: SmartPLS GmbH.

      [44] Vinzi VE, Trinchera L & Amato S (2010), PLS path modeling: from foundations to recent developments and open issues for model assessment and improvement. Handbook of partial least squares: Springer, 47-82.

      [45] Gefen D, Straub D & Boudreau M-C (2000), Structural equation modeling and regression: Guidelines for research practice. Communications of the association for information systems 4(1), 7.

      [46] Kubiszyn T & Borich G (2015), Educational testing and measurement: John Wiley & Sons Incorporated; 2015.

      [47] Chin WW (1998), The partial least squares approach to structural equation modeling. Modern methods for business research 295(2), 295-336.

      [48] Hair Jr JF, Sarstedt M, Hopkins L, Kuppelwieser VG (2014), Partial least squares structural equation modeling (PLS-SEM) An emerging tool in business research. European Business Review 26(2), 106-21.

      [49] Fornell C & Larcker DFB (1981), Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of marketing research 382-8.

      [50] Hair JF, Black WC, Babin BJ & Anderson RE (2010), Applications of SEM. Multivariate data analysis. Pearson, Upper Saddle River.

      [51] Chin WW & Newsted PR (1999) Structural equation modeling analysis with small samples using partial least squares. Statistical strategies for small sample research 1(1), 307-41.

      [52] Hair JF, Ringle CM & Sarstedt M (2011), PLS-SEM: Indeed a silver bullet. Journal of Marketing theory and Practice 19(2), 139-52.

      [53] Henseler J, Ringle CM & Sarstedt M (2015), A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the academy of marketing science 43(1), 115-35.

      [54] Mohd Mustamil N (2010), The influence of culture and ethical ideology on ethical decision making process of Malaysian managers: Curtin University.

      [55] Baron RM & Kenny DA (1986), The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology 51(6), 1173.

      [56] Osman Z & Sentosa I (2013), Mediating effect of customer satisfaction on service quality and customer loyalty relationship in Malaysian rural tourism.

      [57] Hayes AF (2012), PROCESS: A versatile computational tool for observed variable mediation, moderation, and conditional process modeling. University of Kansas, KS.

      [58] Hair Jr JF, Hult GTM, Ringle C & Sarstedt M (2016), A primer on partial least squares structural equation modeling (PLS-SEM): Sage Publications.

      [59] Clouston TJ (2012), The influence of organizational workplace cultures on employee work-life balance: Cardiff University.

  • Downloads

  • How to Cite

    Wei Hua, D., Hasnaa Nik Mahmood, N., Normeza Wan Zakaria, W., Cun Lin, L., & Xia Yang, X. (2018). The relationship between work-life balance and women leadership performance: The mediation effect of organizational culture. International Journal of Engineering & Technology, 7(4.9), 8-13. https://doi.org/10.14419/ijet.v7i4.9.20608

    Received date: 2018-09-30

    Accepted date: 2018-09-30

    Published date: 2018-10-02