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Bibliog aphic Citation

Weaver J. L. & Swank J. M. (2020). Parents’ Lived Experiences With the COVID-19 Pandemic. The Family Journal. https://doi.org/10.1177/1066480720969194

Autho s

Jo Lauren Weaver and Jacqueline M. Swank (counselor educator & counselor educator doctoral student).

Resea ch Conce n

The authors indicated the concern on their study was to gain insight into the impacts that the COVID-19 pandemic has had on parents. This includes impacts on their experiences assisting their children with virtual learning as well as their own work-life balance. They also researched data concerned with the educational and emotional impact of the pandemic as well as concerns as they pertain to counseling.

Pu pose

The purpose of this study was to gain information about the experiences that parents had during the COVID-19 pandemic and to identify the themes and subthemes that will have implications for future counseling.

P ecedent Lite atu e

The World Health Organization declared in March of 2020 that the COVID-19 had progressed to a state that qualified it as a worldwide pandemic (WHO 2020). Adults and children alike faced major changes with the ongoing stay-at-home orders and statewide mandates. These restrictions resulted in financial hardships for some as well as emotional stressors (Pew Research Center 2020). As the balance shifted from outside influences to the majority of interactions taking place within the home routines and rituals of individual families also changed (Craig & Churchill 2020).

Resea ch Methodology

The study focused on a group of eleven parent participants all with children ages 6-15. Parents included were both males and females ranging in ages from 33 to 49. Ten of the participants reported as working from home while one was laid off due to the COVID-19 pandemic. The researchers gained participants through facebook recruitment as well as email. The participants of

Approaches Expectations

the study were then interviewed via Zoom for qualitative research. The transcripts of the interviews were analyzed for emerging themes.

Inst umentation

Researchers used a qualitative phenomenological data analysis approach (Moustakas 1994). The participants answered interview questions about their lived experiences during the pandemic as well as demographic questions.

Findings

After analyzing the interview transcripts the researchers identified eight themes and five subthemes: (a) educational experience; (b) navigating roles and responsibilities with two subthemes spousal relationship and letting go of expectations; (c) recognizing privilege; (d) routine with a subtheme of priorities; (e) monitoring and communication about COVID-19; (f) vacillating emotions; (g) connection with two subthemes lost connection/ support and changes in connections/relationships in the future; and (h) meaningful experiences.

Conclusion

The impact of the COVID-19 has made changes to the interactions of families. Through emergent themes counselors can navigate future topics for counseling and resources to make the changes experienced during the pandemic a more positive experience for students and parents.

Suggestions fo Fu the Resea ch

The researchers noted that there was a lack of participation in the study. Future research should include a larger sample size as well as a more diverse sample. Follow up research should focus on the future long term effects from the Covid-19 pandemic as it relates to students and families.

Abstra t Assignment 2.2

Abstra t 2.2

Bibliog aphic Citation

Skakon, J., Nielsen, K., Borg, V., & Guzman, J. (2010). Are leaders’ well-being, behaviours and style asso iated with the affe tive well-being of their employees? A systemati review of three de ades of resear h. Work & tress, 24(2), 107-139. https://doi.org/10.1080/02678373.2010.495262

Autho s

Janne Skakon, Institute of Psy hology, University of Copenhagen, Copenhagen, Denmark; Karina Nielsen, National Resear h Centre for the Working Environment, Copenhagen, Denmark; Vilhelm Borg, National Resear h Centre for the Working Environment, Copenhagen, Denmark; Jaime Guzman, O upational Health & Safety Agen y for Health are in British Colombia, Van ouver, Canada.

Resea ch Conce n

This study takes a look into 30 years of empiri al resear h on the impa t of leaders and leadership styles on employee health and affe tive well-being. Previous resear h has noted that work-stress is the se ond largest problem in relation to the working environment, whi h in turn, reates ost for organizations through human distress and ompromised e onomi performan e. The ost of work- related stress is astonishing, and resear h has established a link between working onditions and employee stress and affe tive well-being. It has therefore been suggested that a parti ular behavior or leadership style of a leader an inherently be either stressful or positive for employees, and in turn, influen e that employees’ levels of stress and affe tive well-being.

Resea ch Pu pose Statement

Even though it seems instin tively believable that a leaders’ behaviors or leadership style an impa t an employee’s levels of stress and well-being, the a tual findings have been somewhat s attered. This study’s aim is to provide a systemati review of the relationship between leaders, their behaviors and more spe ifi leadership styles on the one hand, and employee stress and affe tive well-being on the other. With the information gained from this resear h, we hope to answer the following questions:

1. Are the stress levels and affe tive well-being of leaders asso iated with the stress and affe tive well-being of their employees?

2. What is the asso iation between leaders’ behaviors (in luding the relationship between leaders and employees) and employee stress and affe tive well-being?

3. Are spe ifi leadership styles related to employee stress and affe tive well-being?

Exceeds Expectations

P ecedent Lite atu e

Prior resear h into leadership has been studied from many different angles and has shown us that leaders play an important role in defining the environment in whi h employees an thrive and experien e well-being. While leadership is often thought of as something that requires spe ial tools and apabilities, Alvesson and Sveningsson have suggested that we rethink leadership. They suggest that we take more seriously the mundane or trivial aspe ts of what leaders a tually do be ause these parti ular behaviors may be stressful or positive to an employee. Selye has suggested that good relationship between members of a group is a key determinant of not only individual, but also organizational health. There are studies that have shown the leader-employee relationship is one of the most ommon sour es of stress in an organization. Ample amounts of resear h has been done in order for one to gain a more in depth understanding of how leadership an positively or negatively affe t the employees and the organization as a whole.

Methodology

The review looked at papers whi h had been published in s ientifi journals in the areas of psy hologi al-, organizational-, leadership-, management-, and o upational health from January 1980 to July 2009. Studies were identified through a sear h of 15 ele troni databases, using three sets of keywords. In order for a paper to in luded in this review it had to meet five riteria: 1) the study reported the results of empiri al data analyses, 2) the study reported on the impa t of the leaders’ stress, leader behaviors or style on the employees’ stress or affe tive well-being, 3) the study was published between January 1980 and July 2009, 4) the study was published in an English-language peer-reviewed journal, and 5) it reported on field resear h.

Inst umentation

The papers were divided into three main ategories, based on the three resear h questions. There were 49 papers reviewed. The studies were mostly ross-se tional (43/49 papers) and examined the impa t of leaders/ stress (4 papers), leaders’ behaviors (30 papers) and spe ifi leadership styles (20 papers) on employees’ stress and affe tive well-being.

Findings

The eviden e found in the review of literature showed that for resear h question 1: leader stress and affe tive well-being are asso iated with employee stress and affe tive well-being. In regard to resear h question 2: positive leader behaviors are asso iated with a low degree of employee stress and with high employee affe tive well-being, and that abusive behaviors have negative employee out omes. For resear h question 3: transformational leadership style was shown to be strongly asso iated with positive employee out omes, whereas transa tional and laissez-faire leadership was less related to employee out omes. Therefore, support was found in regard to the asso iation between leader stress, spe ifi leadership styles and leader support and employee stress and affe tive well-being.

Conclusions

Interestingly, only limited support was found for the proposition that leader stress and well-being is orrelated to employee stress and well-being. It is important to note that empiri al resear h into how leader stress is related to stress among employees has been limited. Most of the resear h has been steered towards how leaders’ behaviors and leadership styles affe t employees and has shown that there is a dire t orrelation between the two. In order to better answer the questions posed in this parti ular paper, further resear h would be helpful.

Suggestions fo Fu the Resea ch

There were several suggestions for future resear h asso iated with this review. First, it was stated that resear h methodology should be expanded; se ond, that resear hers aim to use a standard set of measures to assess individuals’ per eption of stress and leadership; third, that resear h should be extended beyond examining the asso iation of stress in leaders and employees, and fo us on the pro esses linking leader stress and employee stress; and finally, looking into stress redu tion and stress management.

2 Running Head: 2.2 Week 2

Qualitative Abstract

Bibliographic Citation

Kantabutra, S., &Avery, G. C. (2010). The power of vision: Statements that resonate. The Journal of Business Strategy, 31(1), 37-45. doi:http://dx.doi.org/10.1108/02756661011012769

Authors

Sooksan Kantabutra PhD, and GayleC. Avery PhD

Research Concern

The question for many senior managers is “What leadership strategy is needed for my organization

to stay competitive and to thrive?” No one really knows what such a vision looks like (Avery,

2004). Adding to the confusion is when practitioners and consultants have great difficulty in

differentiating vision from other related terms of mission, values, beliefs, principles, and strategy.

Given that senior managers want to develop a “right” vision, knowing about the latest research

findings about vision is critical. This research will identify a few practical guidelines for creating

effective visions. Itwill analyze and describe characteristics of effective visions and offer practical

tips for leaders. It is hypothesized that morepowerful visions would be associated with stronger

organizational performance. That the characteristics of powerful visions have important

implications for leaders working across a wide range of industries, possibly across different

cultures.

Purpose

The purpose of this paper is to explore the relationship between vision characteristics and

organizational performance as measured by customer and employee satisfaction.

Precedent Literature

For almost three decades scholars have argued that vision is important to leadership, strategy

implementation, and change. Vision building is intended to create a fundamental, ambitious sense

of purpose, one to bepursued over many years (Leithwood et al., 1996). Despite its clear

importance in the management literature, vision is still not defined in a generally agreed-upon

manner (Kantabutra & Avery, 2002). Rober Baumand his colleagues chosenot to define vision in

advance, but to accept the term as each individual leader defines it (Baum et al., 1998). Kotter

(1999) found in his research that successful vision does not have to bebrilliantly innovative. Daft

(2005) found that many visions fail to adequately involve employees.

Research Methodology

This study focuses on samples drawn from apparel stores in Sydney and Bangkok that sell brand-

new finished clothing products for individual use, excluding shoes and accessories. Both

independent stores and thosebelonging to a parent company were sampled. All were located in a

shopping mall and had their own identity, being in a clearly defined walled area. In Sydney, 111

MEETS EXPECTATIONS

3 Running Head: 2.2 Week 2

stores participated with 48 declining, and 126 stores in Bangkok with 16 declining. Both

customers and employees were evaluated, 214 and 148 respectively in Sydney and 258 and 251 in

Bangkok. The visions were evaluated on seven metrics of conciseness, clarity, future orientation,

stability, challenge, abstractness, and ability to inspire.

Instrumentation

The data set for the research was interviews with store managers, they were asked to answer

questions concerning their vision and organizational alignment. Staff members were interviewed

to find out about vision communication, motivation, and empowerment, as well as their level of

job satisfaction. Customers wereobserved and interviewed to determine their level of customer

satisfaction with the store.

Findings

The results confirmed prior findings that powerful business visions possess all seven

characteristics. When oneor more of the seven characteristics weremissing from avision, there

was no significant effect on either staff or customer satisfaction. The analysis revealed that the

shared vision characteristics and content have positive, direct effects on both customer and staff

satisfaction. Themost surprising discovery is that sharing both vision characteristics and vision

content is especially important to customer and staff satisfaction. Thevision realization factors

appear to operate differently in Bangkok retail stores. Motivation of staff is the only direct

predictor of enhanced staff satisfaction. Empowerment of staff, organizational alignment, and

vision communication indirectly predicted improvements in staff satisfaction. Vision

communication, empowerment of staff, motivation of staff, and staff satisfaction indirectly

predicted improvements in customer satisfaction.

Conclusions

This study found that the retail store managers’ visions enhanced staff satisfaction in both Sydney

and Bangkok. This applies especially to thosemanagers who actively communicate their visions,

model their visions through their own actions, and who motivate and empower their staff to act on

those visions. When store managers align store management system to match their visions, staff

satisfaction is enhanced. In such settings, visions displaying the seven characteristics also

positively affected the satisfaction of both customers and staff. This is important because customer

and staff satisfaction are frequently correlated with financial and other performance measures.

Suggestions for FurtherResearch

More research is needed into characteristics of powerful visions and vision realization factors.