ABSTRACT
This chapter shows that life science leaders are committed to work–life balance whilst at the same time being sceptical of the concept. The perhaps most specific to the industry, interviewees’ personal and emotional investment into the mission of their organisation influenced their perception of what a good work–life balance. With very few exceptions, all the interviewees exercised regularly and significantly, but what was most interesting was the self-discipline with which they achieved this. An acute awareness that “the leadership asset” is houses in a human body, with all its mental and physical fragilities, that must be protects. The best use of the firms’ assets: their intellectual property, their expert workforces and their brands and corporate reputations. Since leading any large organisation is physically and mentally taxing, sustaining the leader’s productive capacity is a significant concern. In the management literature, it is taken as given that senior leaders must maintain their productive capacity.
