Life-work balance Emotional intelligence as a crucial component of achieving both personal life and work performance Veronika Koubova and Aaron A. Buchko Department of Business Management and Administration, Foster College of Business, Bradley University, Peoria, Illinois, USA Abstract Purpose – The purpose of this paper is to develop a conceptual linkage between life-work balance and emotional intelligence (EI). Design/methodology/approach – Based on a review of the literature, it is suggested that life experiences contribute to the development of EI, which then moderates the individual’s life-work balance. The effect of emotions in an individual’s personal life environment is of primary importance in the development of EI, which influences the work environment. The effects of work experience on one’s personal life are influenced significantly by the level of emotional intelligence. Findings – The level of EI is viewed as central to developing an individual’s life-work balance, and the primary effect of one’s personal life suggests that it is more appropriate to view work as a component of overall life satisfaction; hence the use of the term “life-work balance”. Research limitations/implications – The paper is a theoretical development of a model that emphasizes the role of emotional intelligence in life-work balance; as such, there is a need for empirical research to examine the propositions generated by this analysis. Practical implications – Managers should seek to develop emotional intelligence in the work setting to improve employees’ abilities to manage life-work balance. Originality/value – This paper extends current research on EI and life-work balance by conceptually integrating these two concepts and provides a framework for future research and investigation. Keywords Life-work balance, Emotional intelligence, Work performance, Life satisfaction, Employee motivation, Management theory, Employees attitudes, Employees behaviour, Motivation (psychology) Paper type Conceptual paper Introduction The expression “work-life balance[1]” has become fairly ubiquitous in conversations about management and organization life. We hear about work-life balance from employers, through extensive discussion in the media, and increasingly in academic research. Given this broad usage of the term “work-life balance”, we surmise that the concept is much more complex than it may seem to be at first glance. The definition of work-life balance is quite straightforward. Researchers understand the term of work-life balance to mean the harmonious interface between different life domains (Abendroth and den Dulk, 2011). The complexity of this concept is evident when we think about a person’s limited resources, such as time, energy and money. The question arises: how can a person manage to have both a satisfactory personal life as well as to be a high performer delivering excellent results, keeping in mind these limited resources? Are these two goals contradictory or complementary? The current issue and full text archive of this journal is available at www.emeraldinsight.com/2040-8269.htm Management Research Review Vol. 36 No. 7, 2013 pp. 700-719 q Emerald Group Publishing Limited 2040-8269 DOI 10.1108/MRR-05-2012-0115 MRR 36,7 700