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dc.contributor.authorDe Hauw, Sara
dc.contributor.authorDe Stobbeleir, Katleen
dc.contributor.authorDe Vos, Ans
dc.date.accessioned2017-12-02T14:52:39Z
dc.date.available2017-12-02T14:52:39Z
dc.date.issued2013
dc.identifier.urihttp://hdl.handle.net/20.500.12127/4910
dc.description.abstractThe present study investigates how self- and other-perceptions of a leader’s work-life balance impact the leader’s perceived leadership skills and motivation. Using a multi-source feedback tool, we collected data from 182 managers with supervisory responsibilities, as well as their supervisors and direct reports. Within-source analyses showed that supervisors and direct reports tend to evaluate balanced leaders better on cognitive and interpersonal skills, suggesting that these raters use perceptions of the leader’s work-life balance to infer information about the leader’s skills. Within- and multi-source analyses also showed that leaders who see themselves as more balanced tend to be seen as less ambitious, not only by themselves but also by their supervisors. Moderating effects were found for the position of the rater, but not for the gender of the leader.
dc.language.isoen
dc.subjectPeople Management & Leadership
dc.titleTo balance or not to balance? Relating perceptions of work-life balance to leader outcomes (Poster presentation)
vlerick.conferencedate12/09/2013-13/09/2013
vlerick.conferencelocationLouvain, Belgium
vlerick.conferencename6th seminar on Positive Occupational Health Psychology
vlerick.knowledgedomainPeople Management & Leadership
vlerick.typeconfpresConference Presentation
vlerick.vlerickdepartmentP&O
dc.identifier.vperid101638
dc.identifier.vperid64179
dc.identifier.vperid35857
dc.identifier.vpubid5847


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