Plural masculinities at work: generational cohorts, organizational culture and men’s work–life choices

Purpose This study explores how different conceptions of masculinity – ranging from traditional breadwinner models to more egalitarian frameworks – influence men’s engagement with work–life balance policies. It examines how generational differences intersect with supervisory attitudes and organizational culture in shaping men’s decisions to use family friendly policies. Design/methodology/approach A qualitative research design was adopted, involving semi-structured interviews with 45 men from three generational cohorts: Baby Boomers, Generation X and Millennials/Generation Z. The study applied an iterative, inductive analysis to explore how masculinities are expressed and negotiated in relation to work–life practices. Findings The analysis identifies three core themes: (1) masculinity continuum (traditional vs evolving), (2) supervisory and cultural norms and (3) internal conflict (career prioritization vs family engagement). Older participants tended to align with hegemonic masculinity and avoid policy use, while younger men embraced more egalitarian models. Leadership and workplace norms played a central role in reinforcing or challenging gendered expectations around work–life engagement. Practical implications Organizations should move beyond policy availability and foster inclusive cultures where men feel supported in reconciling work and family roles. Supervisors play a crucial role in modeling alternative masculinities and legitimizing the use of family friendly policies, particularly in contexts where traditional norms persist. Originality/value This study contributes to work–family literature by integrating Connell’s theory of multiple masculinities with empirical insights on generational dynamics and organizational influence. It highlights how identity, leadership and culture interact to shape men’s engagement with work–life practices – an area often overlooked in both gender and organizational research.