Family problems can also undermine leaders at work

Leaders who feel ignored or excluded by their own families are more likely to withdraw at work, undermining both team morale and customer service, according to new research from the University of Bath. The study, published in the Journal of Occupational and Organizational Psychology, examined how “family ostracism” – being left out of conversations, decisions, or support during difficult times – spills over into professional life. Researchers found that leaders experiencing this strain often adopt a “laissez-faire” leadership style, marked by passivity and disengagement.

Professor Yasin Rofcanin, from the University of Bath’s Future of Work research centre, said the emotional toll of family exclusion can leave leaders “mentally fatigued, emotionally exhausted and less able to engage meaningfully with professional responsibilities.” This can manifest in avoiding team discussions, showing little enthusiasm for ideas, and distancing themselves from decision-making – behaviours that can reduce team motivation and weaken customer service standards.

The research, conducted in Pakistan and Morocco with managers and staff in four- and five-star hotels, also found a “ripple effect”: when leaders are disengaged, employees’ own commitment to customer care declines. Those affected by family ostracism may spend more time and energy trying to repair strained home relationships, leaving fewer emotional resources for work.

The paper, When the family turns away: Leader family ostracism, work alienation, and the crossover to frontline employees’ customer stewardship behaviour, is available online via the British Psychological Society.

The research is co-authored by academics at the University of Sharjah, the University of Aberdeen, Adiyaman University, and George Washington University. The researchers found that leaders with high political skill – the ability to navigate social dynamics and influence others – are better able to buffer the negative effects of family ostracism, maintaining their engagement and leadership effectiveness despite personal challenges. Dr Muhammad Usman, from the University of Sharjah, said: “The findings highlight the need for organisations to take a more holistic view of leadership support that recognises family ostracism as a legitimate source of strain that can affect workplace dynamics.”