Who can have it all and how?

Purpose This study aims to examine senior executives’ work–life (WL) experiences, perceptions and consequences in light of leader gender. Design/methodology/approach Multi-wave data were collected from 133 executives at a large, global technology company. Time 1 assessed need for and usage of flexibility options (flextime, telework and compressed work week), organizational support and work-to-home interference (WHI); Time 2 yielded supervisor-rated performance; and Time 3 assessed commitment. Findings Leader gender interacted with childcare and eldercare in predicting organizational support: female leaders perceived less WHI for both types of care demands. Leader gender interacted with eldercare (but not childcare) in predicting the need for flexibility: female leaders reported necessitating less flexibility for eldercare, despite males’ higher perceived interference. Leaders of both genders indicated lower interference when they perceived organizational support, and higher organizational commitment when interference was low and when their employer satisfied their flexibility needs. Hearteningly, performance reviews were not more negative for employees with flexibility needs or using flexibility policies. Practical implications This research yields important implications, including empirical justification for WL management initiatives being extended to include men as well as women, and expanded for both genders. This is particularly true for leaders, as high-level employees report especially intense workloads and unclear boundaries between domains. Originality/value As gender, work and family roles continue to evolve, research must keep pace with evaluating those trajectories in light of research and practice. This study contributes to filling the gap at that intersection, with a focus on senior executives, a unique but oft-neglected group.