Date of Conferral







Jean Gordon


Globalization, 24-hour connectivity, and the expectation that members of the organization commit increasingly more time to work are the reality in an ever-changing environment. Research shows, however, that these demands have resulted in a significant work-life imbalance that produces the opposite effect of reducing productivity. The purpose of this study was to examine the correlation between work life balance satisfaction of front-line managers and the engagement of employees whom they supervise. The variables of these study were: work life balance satisfaction of frontline managers measured by Work life Balance and Emotional Support Scale and engagement perception employees measured by Employee Engagement Survey. Survey data from front-line managers and front-line employees from different industries across the United States were analyzed using a Bivariate Pearson Correlation test to understand the strength of the correlation. The study results r (89) = 0.115, p>.01showed no statistically significant correlation between managers work life balance satisfaction and employee engagement. Work-life imbalances create a significant internal conflict as the manager tries to cope with the stress and pressure that affect his/her overall ability to effectively lead and manage. Their work behaviors can promote or destroy a positive work environment where employees strive to meet the organizations' mission and vision. The organization and front-line managers benefit from understanding the findings because the organization may adopt innovative ways to support manager work-life balance and front-line managers may improve employee engagement. Positive social change is realized in less stress for managers and employees whom interact in an environment that demands more time and flexibility. Considering the amount of time, we spend at work, less stress can improve the overall quality of the work environment and productivity.