"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, compares work-life balance issues and perceived managerial behaviors across generational differences. Gilley, et al. possesses a situated ethos because they have published scholarly research 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). Even though Gilley et al. possess a situated ethos, they use the logos appeal most effectively to show a link between manager's age and individual employee's perception of work-life balance. 

"A literature review is a survey of sources within a field of study, and is an integral part of a research project  ...  [It] includes both summary and synthesis and provides the reader with an overview of the scholarly work that has been done on a particular topic" (Datig). Literature reviews for research studies conducted in social sciences follow a standard format that includes key sections such as the Introduction, Method, Results, and Discussion, all of which contribute logos, or the structure of the argument. "Manager Behavior, Generation, and Influence on Work-Life Balance" is a literature review that adheres to the standard structure. Like most research reports, Gilley et al. use the introduction to provide the reader with a conceptual understanding of the issue through previous research completed. The introduction is important to the logos appeal because it sets-up the argument's structure by revealing "why" this research is needed and the intent, or the "so what" of the study. In this literature review, the authors disclose the "why" when they concede that a lot of research on work-life balance and generational difference exists, but little research combines the two topics. The "so what" is the absence of research in this area, which 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). 

Additionally, Gilley et al. use the introduction to provide the criteria used in this study in order for the reader to determine if the research was conducted, and the argument proven, in a sound and logical manner. For example, it would not be sound and logical for this study to determine if the managers and employees are pet owners when the study is focusing on the link between a manager's age and their employee's perception of work-life balance. Through a combination of ethos and logo the authors reflect on previous scholarly research that provide theoretical background information on work-life balance varying definitions, varying influential factors, varying organizational benefits, and varying health benefits. Additionally, generational differences are identified based on evidence from 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. Finally, Millennials 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 factors, or criteria, expounded upon in the introduction are used as the foundation, or variables, in this research project.

Moving to the "Method" portion, the authors describe how they conducted the research, which is important to the logos appeal because it details the data collected in order to prove or dispute their argument. For this particular research, Gilley et al. selected the 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 "Method" portion in literature reviews, once again, allows the reader, and other researchers, to determine if the study was conducted, and the argument proven, in a sound and logical manner. This particular research supports the logos appeal by effectively asking the participants, who all work, appropriate questions, such as age and organizational/manager practices, and in an appropriate manner, the Likert 5 point scale. 

The "Results," or the arguments 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 table data in literature reviews are often difficult to interpret because they use statistical data analysis. Luckily, the "Summary" section details in writing what the data revealed in a more appropriate format for the average reader. 

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). Through the logos appeal, Gilley et al. were able to effectively structure their argument so that the proposed questions could be answered. The data was able to suggest interesting answers, 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. 

