Women Leaders in Nonprofit Organizations: Work-Life Balance from a Life-Course Perspective

Abstract

In this research, it is the life-course theory that is examined on how it influences work-life balance tactics used by women leaders in those nonprofit-making organizations. The study focuses on how women leaders juggle between their professional and family demands in the light of identity, relational style, motivation, and adaptive style dimensions. Based on the qualitative data that includes semi-structured interviews and participant observations, the research points out some of the strategies that could lead to work-life balance in women, including mentorship, flexible work schedules, time management, and support systems. The results point to the critical role organizational flexibility and relational support play in helping women leaders balance their professional leadership responsibilities and personal life. The research adds to the body of knowledge on the gender, leadership, and the work-life balance, promising practical advice to nonprofit organizations that aim at helping gender leaders between the warring priorities of career and family duties. Using life-course theory, this study highlights how changing personal and professional identities influence the leadership experiences of women and their capacity to find a healthy balance between work and life.