INTRODUCTION Many managers strive to simultaneously perform two demanding roles. One role frequently involves a sole or shared responsibility for managing a family. The other role involves successfully performing managerial tasks on the job. Both roles usually require substantial time and the use of the manager's physical and mental resources. These roles can frequently result in conflicting demands for these limited personal resources. When these resources available for one role are limited by an increase in the use of these resources to perform the other role, the performance of the role not receiving adequate resources may be impaired. For example, dealing with health or behavioral issues within the family could require extra time and attention of a manager that would not be available to deal with workplace issues. If this impairment extends to decision-making processes, important decisions such as those related to important workplace events may be made quickly and intuitively rather than made after seeking an appropriate amount of input from other information sources and properly analyzing that input. As a result, decisions that are made more intuitively may have a negative impact on organizational performance compared with decisions that are the result of a more thorough and more logic-based decision process.