"Manager Behavior, Generation, and Influence on Work-Life Balance: An Empirical Investigation," by Ann Gilley, Kristin Waddell, Ashley Hall, Sherry Avery Jackson, and Jerry W. Gilley, provides information regarding comparisons in work-life balance issues and perceived managerial behaviors based on generational differences. It is situated ethos because it is scholarly research that was published in a peer reviewed scholarly journal, therefore suitable and reliable for referencing in an argumentative paper. This article supports the claim that work-life balance is a growing concern that is propelled by influences such as, increasingly stressful home and work lives due to evolving family roles and obligations, economic forces, rapidly changing technology, limited resources, and increasing competition. Additionally, this article provides quantitative analysis regarding Baby Boomer, Generation X, and Millennial managerial behaviors and their abilities to support work-life balance. Specifically, this article seeks to answer two questions: "Does the age of the manager affect employee perceptions of work-life balance within the organization? What behavioral characteristics of managers contribute to employee perceptions of work-life balance?" (Gilley et al. 4).

The most prominent appeal in "Manager Behavior, Generation, and Influence on Work-Life Balance: An Empirical Investigation" is the logos appeal, because the structure of the argument conforms to the preferred format for research literature, which includes key sections such as the Introduction, Method, Results, and Discussion. Like most research reports, the introduction in this article provides the reader with a conceptual understanding of the issue through previous research completed. The article's introduction concedes that a lot of research on work-life balance and generational difference exists, but little research combines the two topics. The absence of research in this area negates identifying the potential work-life conflict between managers and employees "when multiple generations lack understanding of each other's wants and needs" (Gilley et al. 4). 

The article's theoretical background clarifies different aspects of work-life balance realized from other scholarly research, they include varying definitions, varying influential factors, varying organizational benefits, and varying health benefits. Additionally, generational differences are identified based on previous research. For example, the Baby Boomer generation is thought to be competitive workaholics, who grew up during economic and educational expansion, which led them to a sense of optimism and entitlement (Gilley et al. 5). Generation X is described as the generation that see work as a means to the money required to live; they are not loyal to organizations and somewhat cynical towards authority. They tend to stay with organizations that do not interfere with their personal lives, valuing a balance between work and non-work. Finally, Millennials, the youngest generation, are perhaps the most confident who continually seek better career opportunities in order to reach the next level as soon as possible. They seek flexible work arrangements in order to enhance their personal lives and experience higher job satisfaction (Gilley et al. 6). Furthermore, the article provides the criteria used in previous research to determine how managers' impact work-life balance. These include the support given to employee career growth and development; the organizational work culture and its policies and procedures; the amount of coaching and mentoring provided to employees'; and the employee view of their manager's level of fairness and trustworthiness. 

The authors of this study used a Managerial Practices Survey as their method of collecting data, which also included question pertaining to the respondent's gender and age, and their manager's age. It was completed by 463 full-time working professionals who were MBA and Organizational Development (OD) Master's and Ph.D. students from four universities across the United States. The survey used a Likert 5 point scale "that ranged from "never" (1) to "always" (5)" (Gilley et al. 11).  The intent of the survey questions was to explore "organizational practices as manifested in managerial behaviors from the perspective of employees at all levels of a firm (front-line to executive)  ...  [therefore,] the dependent variable was the frequency with which 'My manager supports work-life balance'" (Gilley et al. 11). The authors used the criteria from previous research as the independent variables, they included "the frequency with which managers created a positive culture, were trustworthy, encouraged employee growth and development, treated subordinates fairly, and coached employees" (Gilley et al. 11). Additionally, the managers were grouped as Millennials, those 35 years or younger, Generation X, those 36 to 50, and Baby Boomers, those 51 to 60, and 61 years and older. 

The researches evidence is reflected through the data on four tables. Table 1 breaks down the survey population and characteristics; it reflects the respondent's gender, age, years at the organization, type of industry, and the number of people employed at the organization. Table 2 breaks down the age of the manager and the frequency that they support work-life balance; it provides a percentage of managers that never, rarely, sometimes, usually, or always support work-life balance. Table 3 provides the means, standard deviations, and correlations between the dependent variable and the five independent variables. Table 4 provides the regression analysis by managers' age group. The data analysis shows that "for younger managers, encouraging employee "growth and development" had the highest impact on work-life balance. For the two age groups in the middle of the age spectrum, managers who were "fair" had the highest impact on work-life balance" (Gilley et al. 15). 

The authors posed two questions that they wanted this research to reveal. "Does the age of the manager affect employee perceptions of work-life balance within the organization? What behavioral characteristics of managers contribute to employee perceptions of work-life balance?" (Gilley et al. 4). The data was able to suggest interesting answers to those questions that are highlighted in the discussion portion of the article. For example, subordinates of Millennial managers perceive them as supporting work-life balance with slightly higher frequency than the other generations. Their encouragement of growth and development was the behavioral characteristic that most influenced their subordinates' perception. The authors speculate, "It is possible that Millennial managers are more inclined to support work-life balance due to the nearly ubiquitous discussion of the topic throughout their lives: they have lived it" (Gilley et al. 15-16). Surprisingly, the subordinates of Baby Boomer managers over 60 perceive them as supporting work-life balance with 63% being rated as "usually" or "always" supportive. "Possible explanations may include appreciation of the onset of retirement, need to mentor or 'give back,' quest for volunteer opportunities, and maturity level" (Gilley et al. 16). 

Like most research, the argument was not made explicitly because there were limitations to the study, for example, the independent variable, "positive work culture," was not well defined. Often work culture is dictated through organizational policies and procedures that the first-line manager may not have influence over. Additionally, the research is based on perceptions, which can be influenced by bias, inaccuracy, and stereotypes. No one study is meant to answer every aspect of an argument; it is a collaboration of many studies that allow a more holistic understanding of an issue. Even though this research had limitations, through its situated ethos and logos appeal, it was able show evidence that the characteristics of the three notably different generations of employees and managers in the workforce may be a contributing factor to the perception of work-life balance. 

