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Research on gender attitudes has consistently found that younger generations have more gender egalitarian views than older generations. Less attention, however, has been directed toward examining whether the generation gap has grown or shrunk over time and whether it differs across dimensions of gender attitudes. Using data from the General Social Survey for years 1977–2018,the authors examine the generational gap in gender attitudes across three components: views toward women in leadership, working mothers, and the gendered division of family labor between public and private spheres. The results show that differences between generations vary significantly across these dimensions. Attitudes have converged over time in support for women’s leadership, yet Baby Boomers espouse slightly higher levels of support than other generations, including the younger Generation Xers and Millennials. In contrast, consistent generation gaps are observed in support for working mothers, where younger generations hold more supportive views than respective older generations. Attitudes toward the gendered division of public/private sphere labor have converged between Millennials, Generation Xers, and Baby Boomers, with only Pre-Baby Boomers holding significantly more traditional views. Collectively, these trends highlight how cultural change through cohort replacement does not uniformly advance gender egalitarian ideologies. Instead, these shifts vary across specific dimensions of gender attitudes.

Interest in generational research has garnered a lot of attention, as the workplace is seeing multiple generations (i.e., the Silent Generation, Baby Boomers, Gen Xers, and Millennials) working side-by-side for the first time. However, it is unclear how multiple generations of workers interact with each other and affect the workplace. Although there is extant literature on generational differences, some scholars have argued that the effect sizes are small and the differences are not meaningful. The focal aim of this chapter is to present the current state of literature on generational research. We present the relevant conceptualizations and theoretical frameworks that establish generational research. We then review evidence from existing research studies to establish the areas of differences that may exist among the different generations. In our review, we identify the issues arising from generational differences that are relevant to human resource management (HRM) practices, including new workforce entrants, aging workers, the changing nature of work and organizations, and leadership development. We conclude with several directions for future research on modernizing workplace policies and practices, ensuring sustainability in current employment models, facilitating future empirical research, and integrating the effects of globalization in generational research.

This chapter aims to identify differences in the perception of transformational leadership (TL) of three generations – Baby Boomers, Generation X, and Generation Y or Millennials – for an in-depth understanding of the immediate role and challenges facing leaders in organizations. Current days is an excellent time to question what is known and what should be known about leadership and leaders. Latin American leadership characteristics can have a direct effect on the success of business ventures in the region. Leadership can be understood in diverse ways: as an attribute of a position in the organization; as a trait, according to the characteristic of the person; as a behavior, according to the way in which the person acts (Mallma-Vivanco & Córdova-Marcelo, 2015). Several studies carried out in Mexico, Colombia, and Chile show that the Latin American leaders believe that having good working relationships with low conflict is essential to their satisfaction and high performance, and they are usually authoritarian and prefer aggressiveness and assertiveness (Romero, 2004). This study reviews the literature across different generations and related best organizational practices to identify key definitions and empirical results. We compared and contrasted the data from different generations. The findings show that Baby Boomers have a better perception of TL of their leaders than Millennials and even those from Generation X. Thus, the empirical results allow business leaders to understand the differences in perceptions and the unique characteristics of the three generations of workforce in organizations: Baby Boomers, Generation X, and Millennials.

This chapter focuses on the heterogeneous pathways (including marital and cohabiting union and parenting histories) through which people navigate their family life courses from adolescence through mid-life, and their implications for union dissolution in middle and later life. The analyses draw on data (retrospective, cross-sectional) from the 2011 and 2017 Canadian General Social Surveys. The study sample includes individuals aged 50 and over (n = 14,547) who were in a union at age 50. Sequence analyses are used to identify the most common family life course trajectories among these individuals from adolescence through midlife (ages 15–50). Logistic regression analyses then address the implications of these trajectories for union dissolution in middle and later life (ages 50+). The results reveal four main family trajectories that characterize the earlier years of the adult life course: married with children, cohabiting with children, single or cohabiting without children, and married without children. These family trajectories, together with their level of complexity, play an important role in relation to both marital and cohabiting union dissolution outcomes in later life.

Luxury consumption in the Czech Republic and other post-socialist countries has a shorter history than in the developed Western countries. The historical development of these countries still reflects the differences in buying behaviour. The chapter focusses on luxury travellers' behaviour and consumption patterns in the Czech Republic. In the Czech Republic, where the concept of old luxury has prevailed, it is already possible to observe a gradual shift towards a new luxury travel model. This new luxury model is associated with a high level of comfort and privacy, exclusive location and first-class services and new elements such as travelling, authenticity and sustainability.

The chapter provides different perspectives on consumption patterns. It points to consumer behaviour in luxury travel in dependence on the selected sociodemographic variables and spatial determinants. It also reveals the luxury-driven travel motivation and preferences on a luxury holiday. The results show that Czech luxury travellers are different in comparison with the traditional European markets. The Czechs fall behind the European luxury travellers, especially regarding the financial possibilities. As far as the Czech luxury traveller profile is concerned, the category of baby boomers with tertiary education and regular income is the most dominant among Czech affluent clients. The satisfaction of the needs for relaxation and the exploration of new destinations are the primary motives for taking luxury holidays. Concerning the regional income inequality, disparities between the capital city of Prague and the rest of the country are observed.

This chapter focuses on the impact of generational differences between younger (Millennial) and older generations of frontline miners on team performance as one of the factors that compelled the mining teams to make a plan (planisa) at the rock-face down the mine. In this context, making a plan is a work strategy the mining teams adopted to offset the adverse impact of intergenerational conflict on their team performance and on their prospects of earning the production bonus. The chapter examines intergenerational conflict within the mining teams as a work and organisational phenomenon rather than simply from a birth cohort perspective. It locates the clash of older and younger generations of miners and their generational identities in the historical, national and social contexts shaping the employment relationship, managerial strategies, work practices and production culture of the apartheid and post-apartheid deep-level mining. This shows the impact that the society has in shaping the differences across generations. The chapter highlights work group dynamics that generated conflict between the older and younger generations of frontline mineworkers. The chapter argues that at the heart of the intergenerational conflict was their orientation towards work and management decisions.