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This chapter examines the role of leader workaholism in relation to their own and their followers’ well-being. We begin with an overview of workaholism, along with a description of how workaholism may relate to typical leader behaviors. We propose a conceptual model linking the various components of workaholism to leaders’ well-being and followers’ well-being. In our model, we propose that leaders’ workaholism can negatively influence their own well-being, and also their followers’ well-being through interindividual crossover of affective, cognitive, and behavioral components of workaholism. Furthermore, the negative well-being outcomes experienced by the workaholic leader can also crossover to the followers through interindividual strain–strain crossover. Several moderating factors of these relationships are discussed, as well as avenues for future research.

Low-income mothers who use welfare benefits are frequently portrayed as “faces of dependency” in the prevailing public discourse on America’s poor. This discourse, often anchored in race, class, and gender stereotypes, perpetuates the assumption that mothers on welfare lack skills to employ constructive agency in securing family resources. Scholars, however, have suggested that their welfare program use is embedded in complex survival strategies to make ends meet. While such studies emphasize maternal inventiveness in garnering necessary resources and support, this literature devotes little attention to the costs of these strategies on maternal power as well as how mothers negotiate gender and the oppression that usually accompanies such support. Feminist scholars in particular point to the importance of exploring these issues in the contexts of mothers’ romantic unions and client–caseworker relationships. Guided by an interpersonal, institutional, and intersectional framework, the authors explored this issue using longitudinal ethnographic data on 19 Mexican-immigrant, low-income mothers from the Three-City Study. Results showed mothers negotiated gender and power by simultaneously “doing,” “undoing,” and/or “redoing” gender using three strategies that emerged from the data: symbolic reliance, selective reliance, and creative nondisclosure. Implications of these findings for the future research are discussed.

This chapter will explore the links between coercive control and ‘rough sex’. The chapter will highlight how easily sexual behaviour within a coercively controlling relationship can be presented as consensual. The chapter will explain how coercive control is typically about compelling a partner to comply with traditional gender norms and this makes consent within such a relationship particularly difficult to assess. However, it will be argued that there should be a strong legal presumption that if a relationship is marked by coercive control that sexual behaviour within it is non-consensual. The chapter will also explore in what circumstances rough sex should be regarded as lawful.

This chapter proposes a paradigm shift in considering the collective identification of employed physicians and how it influences physician engagement.

There are many challenges for organizations employing physicians, particularly in terms of engagement in organizational initiatives. Prior research suggests this conflict stems from how physicians think of themselves as professionals versus employees (as forms of collective identification). Unfortunately, research is limited in addressing these dynamics.

This conceptual chapter considers the complex network of relationships that physicians perceive between the collectives to which they belong. A primary collective identification (i.e., the profession) is proposed to influence subsequent collective identification (i.e., the organization), and that these meanings and relationships along with contextual factors drive engagement.

Health care organizations increasingly rely on engagement from their physicians to improve upon coordinated care. This proposed conceptualization offers new insight into the dynamics surrounding how and why employed physicians become engaged.