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Employment

Big Cities Need Social Workers

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New York City-NY

New York City-NY

According to researchers working on the American Cities Project, a study sponsored by the PEW Charitable Trust, many cities across the United States are experiencing significant population growth. This population boom is a contributing factor in increasing the availability of social services and the need for social workers within these cities.

Urban populations often face poverty, unemployment, and job insecurity; and an increasing number of people have been affected by a lack of adequate or affordable housing, limited access to quality health care, and poorly performing education systems. The combination of these problems and an expanding population may indicate the need to increase the number of social work professionals working with populations in larger cities.

According to the Bureau of Labor Statistics, the social work profession is expected to grow by 25% by 2020, and new social work education programs are popping up all over the country to try to keep up with the demand. Helping those in need within the urban population requires social work professionals who are able to work with diverse populations. In many cases, it is expected that social workers working in cities acquire special skills such as second language in order to be culturally close to the populations they must serve.

In many cities, gaining access to needed social services requires individuals to navigate complex bureaucratic systems. Social workers who are able to utilize their advanced problem solving and advocacy skills are key factors to successfully connecting at risk members of the population to the resources they need to survive. Combating bureaucracy has become almost common place when working to ensure that people with little or no resources have access to assistance.

A common benefit of working in metropolitan areas is that larger cities often support a greater number of social service agencies and providers. Social workers in bigger cities are fortunate to have many resources at their disposal and frequently have access to specialized services, which may not necessarily be available in smaller locations and settings. More importantly, clients have access to a broader range of services and support.

Social workers may rely on many of these resources to provide direct care to clients in need, but can also work to collaborate between agencies to ensure a more comprehensive and holistic plan of care. Advocacy and utilization of existing networks may be beneficial when seeking resources to help with individual and family needs.

Further, it is essential for social workers to keep up to date and have knowledge of community resources such as non- profits organizations, secular services, and faith based programs and their ability to address the crucial needs of those seeking help.

Social workers in large cities face many unique challenges, but they also have access to unique resources. As large cities become increasingly populated with individuals in need of a diverse array of assistance, social workers may become in greater demand in these areas.

These professionals will need to know how to take advantage of the social services available within large urban areas, understand how to work with diverse populations, and find creative ways to ensure the large numbers of clients they work with are able to get the help that they need.

Jesus Vasquez is currently an adjunct professor at the University of South Florida, School of Social Work. Jesus also is the coordinator of Fostering A Healthy Start which works with foster care girls who are pregnant or are new mothers to address post- partum depression, anxiety, and attachment/bonding issues. For more information about social work programs, salary information, FAQs and more, view Gradschool.com Social Work Programs.

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Employment

Transformational Leadership in the Context of Social Work

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Social work leadership has transformed into actual practice from research. While the primary definition of transformational leadership remains the same, researchers and experts believe its practical implications show more promising and better results – especially in the context of social work.

Leaders who work in close collaboration with their subordinates to achieve a common goal is what transformational leadership is all about. However, when it comes to its implications, a real transformational leader possesses specific behaviors and traits beyond that definition. He or she is someone who does not only work with the team but also motivates and inspires an organization to work towards a shared vision.

For a leader to do that, he or she must have the inspirational motivation, intellectual stimulation, body language, and individual consideration for the society as a whole. When it comes to social work, the vision does not only limit to the group members but people beyond that.

For all these reasons, transformation leadership remains an imperative factor for the success at individual, organizational, and societal levels.

Traits of Transformation Leadership That Are Important in Context of Social Work

Social work in itself is a transformed organization. The way social campaigns are led has changed substantially with regards to how leaders should act. The effort and contribution of transformational leaders help in creating a work environment where the team members are committed to what they are assigned. Leaders support interactions to ensure providing stability to the employees and other team members working in favor of the organization.

Here are the top transformational leadership traits that give social work its best form.

Development and Growth on an Individual Level

The best leadership traits are those that help an individual with self-actualization. Referring to the hierarchy of needs by Abraham Maslow, self-actualization stands at the top of the pyramid because it enables an individual to see beyond their self-interest and work in favor of the people around.

This helps transformational leaders to work selflessly with the values and vision of the team as a whole, including the society. It’s the growth factor that facilitates him/her for this moral development and principles.

Improved Performance

Transformational leaders have subordinates and team members who perform beyond expectations. Research reveals that organizations, where transformational leaders are utilized, have better outcomes than planned.

The sense of trust and sustainability from the authority is a useful motivational factor that influences team members to outperform themselves every time. As a result, the overall performance of the organization and its contribution towards the shared vision also improves.

Organizational Change and Development

While transformational leadership has a clearly defined structure, it has an impact on every level of the organization. When it comes to team motivation, it helps the member become more inspiring, stimulating, and caring especially concerning their learning and working environment.

In short, it won’t be an exaggeration to state that transformational leadership has a ‘falling dominos effect’ on each department and the entire organization. While at authority level it helps with setting the vision and direction of the organization, at employee levels, it sets out the outlines for operations.

The phenomenon helps the company meet new challenges and perform better than expectations.

The Application is wider than Social Work

Society is and will always remain one of the most crucial areas where transformational leadership plays its role. However, the overall implication of the idea is much broader than that.

A variety of settings can benefit from the positive traits and behaviors of transformational leadership. Whether it is health care, nursing, education, or finance, the idea has proved more effective than any other form of leaderships. In addition to social work, it can also be applied to industrial and militaristic settings.

Conclusion

Since transformational leadership encourages the values of the people around, it plays a vital role in areas like social justice, equity, personal empowerment, self-knowledge, service, citizenship, and collaboration. This phenomenon can completely reshape the goals and how teams and organizations work and can also be used in conjunction with other leadership styles for better outcomes.

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Employment

Abusive Bosses Experience Short-Lived Benefits

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Being a jerk to your employees may actually improve your well-being, but only for a short while, suggests new research on abusive bosses co-authored by a Michigan State University business scholar.

Bullying and belittling employees starts to take its toll on a supervisor’s mental state after about a week, according to the study, which is published in the Academy of Management Journal.

“The moral of the story is that although abuse may be helpful and even mentally restorative for supervisors in the short-term, over the long haul it will come back to haunt them,” said Russell Johnson, MSU associate professor of management and an expert on workplace psychology.

While numerous studies have documented the negative effects of abusive supervision, some bosses nevertheless still act like jerks, meaning there must be some sort of benefit or reinforcement for them, Johnson said.

Indeed, the researchers found that supervisors who were abusive felt a sense of recovery because their boorish behavior helped replenish their mental energy and resources. Johnson said it requires mental effort to suppress abusive behavior – which can lead to mental fatigue – but supervisors who act on that impulse “save” the mental energy that would otherwise have been depleted by refraining from abuse.

Johnson and colleagues conducted multiple field and experiments on abusive bosses in the United States and China, verifying the results were not culture-specific. They collected daily survey data over a four-week period and studied workers and supervisors in a variety of industries including manufacturing, service and education.

The benefits of abusive supervision appeared to be short-lived, lasting a week or less. After that, abusive supervisors started to experience decreased trust, support and productivity from employees – and these are critical resources for the bosses’ recovery and engagement.

According to the study, although workers may not immediately confront their bosses following abusive behavior, over time they react in negative ways, such as engaging in counterproductive and aggressive behaviors and even quitting.

To prevent abusive behavior, the researchers suggest supervisors take well-timed breaks, reduce their workloads and communicate more with their employees. Communicating with workers may help supervisors by releasing negative emotions through sharing, receiving social support and gaining relational energy from their coworkers.

Co-authors are Xin Qin from Sun Yat-sen University, Mingpeng Huang from the University of International Business and Economics, Qiongjing Hu from Peking University and Dong Ju from Communication University of China.

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Employment

Insult to Injury: U.S. Workers Without Paid Sick Leave Suffer from Mental Distress

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Only seven states in the United States have mandatory paid sick leave laws; yet, fifteen states have passed preemptive legislation prohibiting localities from passing sick leave. Despite this resistance, paid sick leave is starting to gain momentum as a social justice issue with important implications for health and wellness. But what are the implications for the mental well-being of Americans without paid sick leave? Little was known about their relationship until now.

Researchers from Florida Atlantic University and Cleveland State University are the first to explore the link between psychological distress and paid sick leave among U.S. workers ages 18-64. Results of their study, published in the American Journal of Orthopsychiatry, illuminate the effects of exacerbated stress on Americans without paid sick leave who are unable to care for themselves or their loved ones without fear of losing wages or their jobs.

The researchers found that workers without paid sick leave benefits reported a statistically significant higher level of psychological distress. They also are 1.45 times more likely to report that their distress symptoms interfere “a lot” with their daily life and activities compared to workers with paid sick leave. Those most vulnerable: young, Hispanic, low-income and poorly educated populations.

“Given the disproportionate access to paid sick leave based on race, ethnicity and income status, coupled with its relationship to health and mental health, paid sick leave must be viewed as a health disparity as well as a social justice issue,” said LeaAnne DeRigne, Ph.D., co-author of the study and an associate professor in the Phyllis and Harvey Sandler School of Social Work within FAU’s College for Design and Social Inquiry. “Even modest increases in psychological distress are noteworthy for both researchers and policy makers since we know that even small increases in stress can impact health.”

The study included 17,897 respondents from the National Health Interview Survey(NHIS), administered by the U.S. government since 1957 to examine a nationally representative sample of U.S. households about health and sociodemographic variables.

“For many Americans, daily life itself can be a source of stress as they struggle to manage numerous responsibilities including health related issues,” said Patricia Stoddard-Dare, Ph.D., lead author of the study and associate professor of social work at Cleveland State University. “Making matters worse, for those who lack paid sick leave, a day away from work can mean lost wages or even fear of losing one’s job. These stressors combined with other sources of stress have the potential to interfere with workplace performance and impact overall mental health.”

The researchers used the Kessler Psychological Distress Scale (K6), considered the gold standard for assessing psychological distress in population-based samples in the U.S. and internationally. With a theoretical range of 0 to 24, higher scores on the K6 represent increased psychological distress and scores above 13 are correlated with having a mental disorder of some type.

Results from the study showed that those with paid sick leave had a lower mean distress score compared to those without paid sick leave, who had significantly higher K6 scores, indicating a higher level of psychological distress. Only 1.4 percent of those with paid sick leave had a K6 score above 12 compared to 3.1 percent of the respondents without paid sick leave.

The most significant control variables indicated an increase in the expected psychological distress score among those who were younger, female, in fair or poor personal health, had at least one chronic health condition, were current smokers or did not average the recommended range of seven to nine hours of sleep per day.

Approximately 40 percent of respondents in the NHIS sample did not have paid sick leave; approximately half of the respondents were female; more than half were married or cohabitating; three-quarters indicated that their highest level of education included at least some college; and 62 percent were non-Hispanic white. The mean age was 41.2 years. Most of the respondents (79.1 percent) worked full-time and 82.7 percent had health insurance coverage. Respondents were in families with a mean size of 2.6 persons and 39.3 percent reported having children in the family. Approximately 32 percent had an annual family income of $35,000 to $50,000, and more than one quarter were below the poverty threshold.

DeRigne and Stoddard-Dare caution that even though there is concern about the potential burden on employers if paid sick leave laws are passed, it is important to be mindful of the overall situation regarding productivity loss and workplace costs associated with mental health symptoms and psychological concerns among U.S. workers. Furthermore, the personal health care consequences of delaying or forgoing needed medical care can lead to more complicated and expensive health conditions. U.S. workers with paid sick leave are more likely to take time off work and self-quarantine when necessary, without the worries of losing their job or income while also not spreading illness to others.

“Results from our research will help employers as they think about strategies to reduce psychological stress in their employees such as implementing or expanding access to paid sick days,” said Stoddard-Dare. “Clinicians also can use these findings to help their patients and clients as can legislators who are actively evaluating the value of mandating paid sick leave.”

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