The now irreversible and accelerating developments in communication technology (multiple e-mail addresses available from any platform, high-speed anywhere Internet access, smart mobile phones, tablets, e-readers, and what not) have enabled greater flexibility and mobility (e.g., teleworking, telecommuting) but they also have removed traditional boundaries between different roles in life (work, family, leisure). Thanks to these ubiquitous and always-on hardware devices and the software tools they provide, there often is no solution of continuity between work and non-work states, between being somewhere dedicated to work activities and being somewhere else, where relationships or relaxation are possible.
In addition, short-term employment, work on time-limited projects, and working two or even three part-time jobs simultaneously are becoming increasingly more common. These trends may indeed be producing beneficial effects in terms of greater task variety and flexibility, but also an increased risk of stress due to work overload, disruption of natural circadian patterns, role conflicts, and lack of time for relationships, for rest and energy replenishment through sleep or relaxation activities.
The individual executive, rather than the company, is now tasked with setting appropriate boundaries between work and other roles in life. This is a particularly challenging task for the executive who may be classified as exhibiting Type A behavior. What is type A behavior and why is it becoming increasingly problematic?