Bibliog aphic Citation Weave

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
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), 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?
Dr. Jaocb Bryant
Exceeds Expectations
https://doi.org/10.1080/02678373.2010.495262

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
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 communica tion, 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 busi ness
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 AbstractBibliographic CitationAuthorsResearch
ConcernThe 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.PurposeThe purpose of this paper is to explore the
relationship between vision characteristics and organizational
performance as measured by customer and employee
satisfaction.Precedent LiteratureResearch
MethodologyInstrumentationFi ndingsConclusionsSuggestions
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
https://www.bls.gov/ooh/, 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

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