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The "second shift" affected the couples, as they reported feelings of guilt and inadequacy, marital tension, and a lack of sexual interest and sleep. On the other hand, Hochschild shared the stories of a few men who equally shared the burden of domestic work and childcare with their wives, showing that while this scenario is uncommon, it is a ...
A double burden (also called double day, second shift, and double duty [1]) is the workload of people who work to earn money, but who are also responsible for significant amounts of unpaid domestic labor. [2] This phenomenon is also known as the Second Shift as in Arlie Hochschild's book of the same name.
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
The Integrated Psychological Theory of leadership attempts to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, introducing a new element – the need for leaders to develop their leadership presence, attitude toward others, and behavioral flexibility ...
Cognitive shifting is the mental process of consciously redirecting one's attention from one fixation to another. In contrast, if this process happened unconsciously, then it is referred to as task switching.
The second shift focuses on the idea that women theoretically work a second shift in the manner of having a greater workload, not just doing a greater share of domestic work. All of the tasks that are engaged in outside the workplace are mainly tied to motherhood.
A study conducted by Hulpia et al. focused on the impact of the distribution of leadership and leadership support among teachers and how that affected job satisfaction and commitment. The study found that there was a strong relationship between organizational commitment and the cohesion of the leadership team and the amount of leadership support.
Complementing this situational theory of leadership, Murphy wrote that leadership does not reside in the person, and it usually requires examining the whole situation. [45] In addition to situational leadership theory, there has been growing support for other leadership theories such as transformational, transactional, charismatic, and ...