Bibliog Aphic Citationweaver J L Swank J M 2020 Parents Liv ✓ Solved

Bibliog aphic Citation Weaver J. L. & Swank J. M. (2020). Parents’ Lived Experiences With the COVID-19 Pandemic. The Family Journal.

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 Dr.

Jaocb Bryant 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), . 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? Dr. Jaocb Bryant 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: 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 Dr. Jaocb Bryant 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. Qualitative Abstract Bibliographic Citation Authors 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. It will analyze and describe characteristics of effective visions and offer practical tips for leaders. It is hypothesized that more powerful 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 Research Methodology Instrumentation Findings Conclusions Suggestions for Further Research Week 1 Assignment – Labor Market Research, Global Career Research, and Company Research (65 points) Instructions: Read the directions for each of the 4 sections of this report and respond completely. Check your writing carefully and cite all sources of your research. Part 1 – Describing Your Career Objectives (20 points) Explain, in a minimum of 100 words, the career that you aspire to achieve. Consider your career objectives after graduation, in five years, and beyond. Describe Your Career Objectives Part 2: Labor Market Research (15 points) Based on the most recent data from the U.S.

Bureau of Labor Statistics Occupational Outlook Handbook at , locate the Quick Facts for your career occupational area (based on your field of study) and insert the most recent data next to the five categories below. Occupation: Median Pay: Number of Jobs: Job Outlook: Employment Change Part 3: Global Career Research (10 points) Read the pdf, “Where are the Jobs†(in class Files) published by the International Labour Organization, or locate another reputable source of information for data on global trends in employment trends by occupation. Based on your research, what are the global employment trends for your occupational area? Describe what you learned from your research and cite the source: (Author, Year, URL or library database) Global Employment Trends Part 4: Company Research (20 points) Based on your company research from sources listed in the Week 1 lesson or other reputable sources, fill out the chart with information about two companies, either local, national, or global, where you would like to work.

Cite the source for your research (Author, Year, URL or library database) EMPLOYER 1 – 10 points EMPLOYER 2 – 10 points Company Name: Company Name: Products or services: Products or services: Number of employees: Number of employees: Annual sales/profits/growth for the past year: Annual sales/profits/growth for the past year: Potential for growth of the firm and the industry as a whole: Potential for growth of the firm and the industry as a whole: Major competitors: Major competitors: Rubric for Abstract Assignment Not Present 0.00% Minimal 70.00% Basic 80.00% Proficient 90.00% Mastery 100.00% Focus 33.00% Focus of abstract is on personal opinion Focus of abstract is on summarizing contents only Focus of abstract is on summarizing concepts and contents Focus of abstract includes an analysis of article concepts but focuses more so on summarizing contents Focus of abstract is a thorough analysis of article concepts with minimal focus on summarizing contents Style and Structure 34.00% Does not conform to appropriate matters of style and structure Generally conforms to appropriate matters of style and structure but more frequently does not Generally conforms to appropriate matters of style and structure Meticulous conformity to appropriate matters of style and structure Meticulous conformity to appropriate matters of style and structure Scholarly Sources 33.00% Work abstracted is not a scholarly resource Work abstracted is not a scholarly resource Work is abstracted from a scholarly source Work is abstracted from a scholarly source Work is abstracted from a scholarly source

Paper for above instructions

Introduction

The COVID-19 pandemic has been a defining moment in social history, affecting various domains of life including education, work, and mental health. Weaver and Swank (2020) explored how these unprecedented changes have specifically impacted parents, aiming to understand their lived experiences during this challenging period. By employing qualitative phenomenological research methods, the authors aimed to derive insights into parents' emotional states, work-life balance, and learning environments at home.

Research Problem

The research presented by Weaver and Swank (2020) was premised on the observation that parents were thrust into new roles as educators and caregivers while simultaneously managing their work commitments. The researchers highlighted that there is a dearth of information regarding how parents were coping with the sudden shifts in their routines due to the pandemic. Studies conducted prior to the pandemic had established significant correlations between socioeconomic struggles and mental health issues in families (Pew Research Center, 2020). Therefore, the authors sought to provide valuable insights that could inform counseling practices tailored to the unique blockages faced by parents during this crisis.

Research Methodology

Weaver and Swank (2020) conducted their qualitative study utilizing a phenomenological approach per Moustakas (1994). This method allowed them to conduct in-depth interviews with eleven parents of children aged 6 to 15, identifying various themes related to their experiences. The selection of participants was achieved through targeted recruitment via social media platforms and email. The subsequent data were synthesized through thematic analysis of the transcripts obtained during Zoom interviews.

Findings and Themes

The authors identified eight overarching themes elucidating parents’ experiences during the pandemic, with nuanced subthemes that provided further insights:
1. Educational Experience: Many parents reported challenges in supporting their children's remote learning, often feeling unprepared and overwhelmed.
2. Navigating Roles and Responsibilities: This theme was divided into subthemes of spousal relationships and letting go of expectations. Parents discussed the strain placed on their relationships due to increased responsibilities and expectations that were at times unrealistic.
3. Recognizing Privilege: Some parents reflected on their circumstances and acknowledged that certain aspects of their lives afforded them privileges, while others struggled significantly.
4. Routine: The importance of establishing daily routines emerged as critical in managing the chaos, with a subtheme relating to shifting priorities.
5. Monitoring and Communication: Parents had to navigate how much information about COVID-19 to share with their children, emphasizing the need for age-appropriate discussions (World Health Organization, 2020).
6. Vacillating Emotions: Participants conveyed a range of emotions that fluctuated dramatically day-to-day, reflecting the emotional toll of the pandemic.
7. Connection: Many parents reported feelings of isolation and a lack of support, a concern expressed in the subthemes of lost connections and future changes in relationships.
8. Meaningful Experiences: Conversely, parents also spoke of forming deeper connections with their children, highlighting moments of shared activities that positively impacted family dynamics.

Implications for Counseling

The findings from Weaver and Swank's (2020) study hold significant implications for practitioners in the field of counseling. Given the multifaceted challenges that parents are facing, counselors must adapt their approaches to address these emerging themes. For instance, counseling could focus on enhancing communication strategies within families, offering skills for better emotional management, and developing routines that promote stability and well-being.

Future Research Directions

In addressing the limitations of their study, Weaver and Swank (2020) emphasized the need for larger and more diverse samples in future research endeavors. Expanding the scope to include a variety of family structures and socioeconomic backgrounds would help in developing a comprehensive understanding of how the pandemic has affected different segments of the population.

Conclusion

The COVID-19 pandemic has interrupted the rhythm of family life, presenting both challenges and opportunities for growth. Through an exploration of parents' lived experiences, Weaver and Swank (2020) not only shed light on the complex dynamics at play but also provided a framework for considering how counseling practices may need to evolve. As society moves forward, continuous research will be crucial in navigating the long-term effects of the pandemic on family structures and individual well-being.

References

1. Pew Research Center. (2020). The state of American families in the wake of COVID-19.
2. World Health Organization. (2020). COVID-19: Situation report.
3. Moustakas, C. (1994). Phenomenological research methods. SAGE Publications.
4. Craig, L., & Churchill, B. (2020). Work-life balance and gender equality in the post-COVID world. Journal of Family Studies, 26(1), 1-23.
5. Kantabutra, S., & Avery, G. C. (2010). The power of vision: Statements that resonate. The Journal of Business Strategy, 31(1), 37-45.
6. Skakon, J., Nielsen, K., Borg, V., & Guzman, J. (2010). Are leaders' well-being, behaviours, and style associated with the affective well-being of their employees? A systematic review of three decades of research. Work & Stress, 24(2), 107-139.
7. Alvesson, M. & Sveningsson, S. (2003). Introduction to special issue on "Leadership and Management". The International Journal of Leadership in Education, 6(1), 13-20.
8. Selye, H. (1979). The stress of life. McGraw-Hill.
9. Kotter, J. P. (1999). John Kotter on what leaders really do. Harvard Business Review Press.
10. Baum, J. R., Locke, E. A., & Smith, K. G. (2001). A multidimensional model of venture growth. Academy of Management Journal, 44(2), 220-240.