Influencing Factors for Developing Managerial Behaviours That Encourage a Work-Family Culture in the University Context

This article develops and tests a theoretical model to find out which factors influence the behaviour of supervisors in terms of promoting a work-family culture. This model explains to what extent the factors studied are relevant to encourage deans to promote this type of culture at Spanish universities. The hypotheses were tested using linear regression analysis. Data were obtained through a questionnaire to deans. The results yield five key factors: (1) the personal work-family conflict of managers; (2) the transformational leadership style of managers; (3) the identification with subordinates in need of work-family cares; (4) the perceived institutional support; and (5) the perceived support from other supervisors in the centre. The findings have practical implications for human resources management (HRM) practices. Human resources management practices such as (a) providing deans and other supervisors with training about the importance of work-family programs; (b) promoting deans’ training in order to develop transformational leadership skills; or (c) increasing institutional support can be useful when implementing a work-family culture in Spanish universitiesThis research was carried out within the framework of the Corporate Social Responsibility: making adjustments for work and family research project, financed by the European Social Fund as part of the operational programme FSG Galicia 2007–2013 through the Regional Government of Galicia’s General Secretariat for Equality Programme—“Grants awarded to universities and public research institutions for the execution of equality programmes”S