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Exploring the role of both the employee and supervisor, we tested a model of how cognition-based workto-family conflict manifests itself in the workplace, impacting employee job success. Based on conservation of resources theory and the concept of loss spirals, we hypothesized that when an employee's work interferes with family demands, the resulting work-to-family conflict spills over to the work domain via employee emotional exhaustion. We further argued that the behavioral manifestation of employee emotional exhaustion in the workplace is low employee engagement, as assessed by the supervisor. Drawing on signaling theory, we proposed that supervisor assessments of employee engagement are related to promotability, performance ratings, and salary. Work scheduling autonomy, as a boundary condition, is examined as a resource that attenuates these relationships. Data collected from 192 employee-supervisor dyads of a Fortune 1000 company, as well as performance ratings and salary obtained from company records 9 months later, indicated support for our conceptual model. Future research examining employee work-family conflict and job outcomes is discussed.

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Some authors have explained the dearth of women leaders as an "opt-out revolution"-that women today are making a choice not to aspire to leadership positions. The authors of this article present a model that tests managers' biased evaluations of women as less career motivated as an explanation for why women have lower managerial aspirations than men. Specifically, they hypothesize that day-to-day managerial decisions involving allocating challenging work, training and development, and career encouragement mean women accrue less organizational development, and this is one explanation for their lower managerial aspirations. The authors' model is based on social role theory and is examined in a sample of 112 supervisorsubordinate dyads at a U.S. Fortune 500 firm.