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GLOBAL MOBILITY MINI FACTSHEET: WORK-LIFE BALANCE
Work-life balance
Maintaining a good balance between work and family life is important for health and wellbeing. International assignees often find themselves having a poorer work- life balance than before accepting their posting. Interventions are needed to mitigate this problem.
POOR CULTURAL ADJUSTMENT International assignees’ work-life balance can be affected by the inability to adjust and adapt to the new culture. If they find themselves unable to cope culturally, they may be unable to trust their subordinates and delegate work to them. This can lead to taking on far more duties themselves, leading to long hours of work and greater pressure. This
can lead to stress because assignees are trying to reach targets in an environment they are finding difficult to operate in. In time, this can lead to burnout.
GLOBAL LEADERSHIP MINI FACTSHEET: ESG
LIMITED LEISURE TIME Conference calls that take place outside normal working hours due to time zone differences, scheduled for the convenience of operations in other parts of the world, can lengthen the assignees’ working day. Assignees often find themselves unable
ESG: Leadership assignees
Excellent leadership is essential for good governance. It is important to use the best leadership approach to achieve organisational success and thereby improve ESG (environmental, social and governance) credentials.
THE IMPORTANCE OF LEADERSHIP IN CONTEXT Leadership approaches depend on the people being led, the nature of the work they are doing, and the wider organisational setting. Styles of leader decision-making can
to take their full leave allowances. This is usually because they are undertaking a more demanding job but the problem is exacerbated if they have not been able to forge good working relationships with subordinates due to cultural differences.
LOSS OF SOCIAL CONTACTS International
typically
experience a loss of social contacts. They leave extended family and friends behind. Those undertaking single status assignments, in particular, can suffer from loneliness. Solos who have not have not made new friends can find themselves with little else to do but work, creating poor work-life balance.
range from autocratic to democratic with a variety of approaches in-between. Factors to consider include the leaders themselves, the nature of the followers and the organisational situation. So, for example, the approach used can depend on the
leader’s
WORK & FAMILY LIFE SPILL-OVER Assignees typically experience greater spill-over between work and family life and vice versa than employees working in a domestic context. This is because the assignee and family often live close to the work site and have a local social life that revolves around work contacts. Spouses/partners who are unable to work and children who are trying to adapt to new schools can put pressure on assignees and affect their ability to focus well in the workplace. What goes on in the workplace gets
carried back to the family and what happens in family life is transferred across into the assignees’ work life. This spill-over blurs the boundary between home and work life, creating poor work-life balance.
ORGANISATIONAL SUPPORT Cross-cultural and language training are critical to help assignees manage local staff more effectively. Assignees must be encouraged to take up training offered although, ideally, it should be mandatory. By delegating where possible, assignees’ working time can be reduced, facilitating take-up of necessary leisure time. Mentoring can assist assignees to operate more effectively. Organisations should ensure that
organisational policies and preferences of leaders and subordinates.
conference calls/meetings are scheduled such that assignees are not expected to work outside of normal local working hours due to time zone differences between meeting participants. Local rest days and public holidays should be respected. Assignees should be encouraged to
TRANSACTIONAL VERSUS TRANSFORMATIONAL LEADERSHIP Transactional leadership is used when an organisation operates under stable conditions. This approach focuses on task completion, and optimising the performance of the organisation through incremental changes within the confines of existing policy, structures and practices. In contrast, transformational leaders
take their full leave allowances and any rest and relaxation leave offered in policy. Networking and buddy systems
can help build social relationships for assignees, spouses/partners and children.
are charismatic or visionary individuals who seek to bring about radical change. They use the force of their personality to motivate followers to identify with their vision and to sacrifice their own self-interest in favour of the group or organisation. They seek to gain the trust and emotional commitment of their followers by appealing to higher moral and ethical values.
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personality, values, preferences, beliefs about employee participation, and confidence in subordinates. With respect to followers, factors include their need
for independence, tolerance of
ambiguity, knowledge of the problem, and expectations of involvement. As for the organisation, the size and location of work groups, effectiveness of team working, and the nature of any problems or changes required will affect the leadership approach. Where subordinates’ commitment
is important, a more participative style of leadership can work well. Where subordinates do not share organisational goals, group-decision making should be
avoided. But such generalities are over-ridden by time constraints,
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relationships. Authentic leadership can incorporate transformational, servant, spiritual or other forms of positive leadership. Authentic leaders lead by example.
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LEADERS & EMPLOYEE RELATIONSHIPS The quality of the exchange relationship developed between leaders and their followers is a key determinant of exceptional
leadership. High quality
OTHER LEADERSHIP APPROACHES Servant leadership is concerned with the needs of others. It is characterised by the desire to serve (as opposed to lead) and to build the leadership capacity of others. This approach helps to increase empowerment and more flexible communication at all levels. Spiritual
leadership uses principles
of humanity and care as a basis for achieving optimal performance. Ethical
leadership is directed ethical by beliefs and values. It focuses
on respect for the dignity and rights of others and draws upon trust, honesty, and fairness. Authentic
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leadership involves an
ongoing process whereby leaders and followers gain self-awareness and establish open, transparent, trusting and genuine
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exchanges are characterised by trust, liking, and mutual professional respect. Excellent leaders are emotionally intelligent. They are emotionally self- aware and can manage their emotions appropriately and use them to reach a goal. They also recognise and manage others’ emotions and show empathy.
GLOBAL LEADERSHIP FORUM – This ‘Question Time’- style event brought together panellists from across sectors to explore how organisations can adapt, lead, and thrive in today’s volatile world. In a time marked by geopolitical unrest, shifting regulatory landscapes, and rapid technological change, the session provided a much-needed space for honest dialogue focussing on the future, shared learning, and forward thinking.
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OUTSTANDING GLOBAL WOMEN
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