<p>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.
| Identifer | oai:union.ndltd.org:PROQUEST/oai:pqdtoai.proquest.com:10843052 |
| Date | 13 September 2018 |
| Creators | Jones, Bethany |
| Publisher | Pepperdine University |
| Source Sets | ProQuest.com |
| Language | English |
| Detected Language | English |
| Type | thesis |
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