While dual-caring responsibilities have increased for some middle-aged adults, due to caring for parents and children, limited research exists on the effects on well-being of this dual care role on working carers, and specifically with respect to women. For this 'Sandwich Generation', especially for those who work outside the home, these increased demands may adversely affect their life and job satisfaction, and their well-being, inclusive of their general health. The present research explored the impact of care responsibilities on the overall self-reported quality of life of women dual carers who work. It explored the usefulness of resources for working dual carers, in supporting them in their distinct roles. Employed women (N = 433, aged 23-69, M = 51.27 years) mainly from the United Kingdom and Australia completed an online structured survey. Findings indicated that higher levels of personal and work resources, in particular optimism, self-efficacy, job autonomy, skill discretion, and social support, were able to buffer deleterious outcomes, such as poor well-being (depression, anxiety, stress, negative affect), while supporting well-being (positive affect, general health), increasing job satisfaction and life satisfaction. The dual carer role was not a significant predictor of the participants' well-being, with only the women's general health being slightly reduced.

Leadership is a core component of the work environment. Good leadership can enhance employees' performance and engagement levels, drive productivity and support employees' overall well-being. It is especially relevant as organisations become more diverse; diverse organisations require leadership that is purposeful, strong, proactive and facilitative to explore and promote all the benefits that a diverse workforce brings. While the importance of leadership is not in doubt, those who lead tend to be drawn still from a limited homogenous group, with women and women from black and other minority ethnic (BME) groups less likely to fill senior leadership positions. This chapter provides context to the paucity of women, and especially, those women who identify as from BME backgrounds, in such positions. It outlines the continuing conscious and unconscious biases that continue to exist within the workplace that drives how women and particularly BME women are perceived and treated in terms of leadership opportunities. These perceptions endure despite equality legislation to eliminate unfair work practices that are in place in Western countries generally and are developing globally. The persistence of unfair work practices indicates that there are inherent biases that need to be challenged consistently if the leadership competencies of BME women are to be accepted and used. This chapter outlines the benefits that using a diverse pool in senior leadership positions would bring to organisations, and how organisations could promote and put in place more fair practices to ensure this occurs.