The Role of Managers in Promoting Work-Life Balance and Employee Success

Abstract

Work-life balance (WLB) is increasingly recognized as an important aspect of
employee well-being and work-related outcomes. This systematic literature
review examines the association between managerial and supervisory practices,
WLB, and employee outcomes. The review followed the PRISMA 2020
reporting framework. Literature was identified from Google Scholar, PubMed,
SINTA, ResearchGate, and relevant journal portals, with studies screened using
predefined eligibility criteria and appraised using the Mixed Methods Appraisal
Tool (MMAT) 2018. A total of 21 empirical peer-reviewed studies published
between 2018 and 2025 were included and synthesized narratively and
thematically. The findings indicate that transformational and empowering
leadership, work autonomy and flexibility, emotional and psychological support,
effective communication, and employee development are associated with WLB.
WLB was also associated with job satisfaction, performance or productivity,
engagement, psychological well-being, proactive or innovative behavior, and
retention. The findings are consistent with Social Exchange Theory and
Conservation of Resources Theory, suggesting that managerial support may
function as a contextual resource that helps employees manage work and
personal demands. However, the findings represent associations rather than
uniform causal effects because the reviewed studies varied in research design,
context, measurement, and outcomes, with many using cross-sectional data.
Future research should employ longitudinal, multi-source, and, where
appropriate, experimental designs to examine these relationships across diverse
organizational contexts.