This study examined strategies that seven corporate leaders use to enhance their performance within boundaryless work contexts. Participants described their best and worst days as examples of interrole facilitation and conflict. The behaviors, values, and beliefs underlying interrole facilitation strategies were then deduced. Experiences of interrole facilitation were characterized by wellbeing, efficacy, and connection. Interrole conflict was experienced as the absence of these, combined with stress, pressure, feeling out of control, and having a sense of defeat. Various planning and executing behaviors as well as internal and external conditions were believed to impact interrole facilitation. Participants’ values and beliefs emphasized the importance of connection with others, self-care, contribution, and active management of themselves and their schedule. Further research should examine the intrapersonal and interpersonal conditions that act on interrole facilitation behaviors and identify recovery strategies to help individuals shift from interrole conflict to interrole facilitation.
|Commitee:||Lacey, Miriam Y.|
|School Location:||United States -- California|
|Source:||MAI 58/01M(E), Masters Abstracts International|
|Subjects:||Behavioral psychology, Management, Individual & family studies|
|Keywords:||Boundaries, Flexible work arrangements, Interrole facilitation, Remote, Well-being, Work-life balance|
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