The work-family interface continues to be an important research area as the positive (Carlson, Kacmar, Wayne, & Grzywacz, 2006; Greenhaus & Powell, 2006; Parasuraman & Greenhaus, 2002; Sieber, 1974) and negative (Duxbury, Lyons, & Higgins, 2011; Frone, Russell, & Barnes, 1996; Greenhaus & Parasuraman, 1999; Kahn, Wolfe, Quinn, Snoek, & Rosenthal, 1964; Mullen, Kelley, & Kelloway, 2011; Netemeyer, Boles, & McMurrian, 1996) consequences of successfully balancing work and family have implications for both individuals and organizations. Within sport management, most research has focused on issues surrounding the work-family interface of coaching mothers (Bruening & Dixon, 2007; Dixon & Bruening, 2005, 2007; Dixon & Sagas, 2007; Schenewark & Dixon, 2012; Palmer & Leberman, 2009). Recent research outside of sport management suggests that fathers also perceive tension between work and family (Galinsky, Aumann, & Bond, 2011; Harrington, Van Deusen, & Humberd, 2011; Parker & Wang, 2013). Therefore, this article examines the work-family interface of coaching fathers, with a focus on the further development of a research agenda.