The more time fathers spend with their chil­dren on a typ­ical day, the greater job sat­is­fac­tion and less con­flict between work and family they expe­ri­ence, according to a new study by North­eastern Uni­ver­sity researchers.

They found that com­pa­nies also stand to ben­efit from these pos­i­tive work-​​related out­comes for involved fathers—the more time dads spend with their chil­dren, the more likely they are to expe­ri­ence work-​​family enrich­ment and the less likely they are to think about quit­ting their jobs.

The research was pub­lished in Feb­ruary in the journal Academy of Man­age­ment Per­spec­tives in a paper co-​​authored by asso­ciate pro­fessor Jamie Ladge and assis­tant pro­fessor Marla Baskerville Watkins in the D’Amore-McKim School of Busi­ness. Pro­fes­sors at the Boston Col­lege Center for Work and Family and the Uni­ver­sity of Mass­a­chu­setts Lowell also co-​​authored the paper.

One of the big take­aways here is that there’s a real ben­efit to being an involved father,” Ladge said. “By doing so, they’ll be hap­pier and more sat­is­fied in their work­place, which leads to pos­i­tive out­comes for their organizations.”

The researchers con­ducted two studies, the first being a qual­i­ta­tive study in which they asked 31 fathers with young chil­dren to answer a series of ques­tions about their careers and feel­ings on father­hood. The results of the qual­i­ta­tive study revealed that while fathers con­sider them­selves as less tra­di­tional, involved fathers, in reality they enact very tra­di­tional values due to both orga­ni­za­tional con­straints and as well as deeply entrenched gender and work norms.

Then they con­ducted a quan­ti­ta­tive study, in which they sur­veyed nearly 1,000 fathers who were all mar­ried and working full time at four For­tune 500 companies.

The larger study fur­ther exam­ined the fathering views expressed by par­tic­i­pants in the first study, but it also sought to under­stand the impact of involved fathering on work-​​related outcomes.

Another notable finding was that more involved fathers were found to have a weak­ened career iden­tity, sug­gesting that they may view their careers as less salient when they have father­hood respon­si­bil­i­ties. How­ever, the researchers found that strong sup­port from dads’ man­agers within their com­pa­nies can mit­i­gate the neg­a­tive rela­tion­ship between involved fathering and career identity.

This may offer some of the best evi­dence that the ‘orga­ni­za­tion man’ is a con­cept of the past and that men’s involve­ment in par­enting can diminish out­dated gen­dered norms and ideal worker expec­ta­tions,” they wrote.

In con­clu­sion, the researchers sug­gested that orga­ni­za­tions rec­og­nize and appre­ciate that fathers should not be held to ideals that are based on these out­dated gender norms and expec­ta­tions, adding that many of today’s fathers want to be more than the tra­di­tional “orga­ni­za­tion men.” They noted that dads should strive to find a happy medium between doing mean­ingful work and living mean­ingful lives as they tran­si­tion toward a broader def­i­n­i­tion of father­hood that embraces work and family.