Aims: Research examining the process of clinical psychology training has essentially focused on the outsider perspective and given little consideration of the trainee’s lived experience. Using qualitative methodology this project aims to listen and privilege personal narratives of individuals who occupy the role of trainee clinical psychologist and parent simultaneously during CAMHS training (i.e. placement and associated teaching) in order to increase awareness of the challenges and existing resources of this population. Method: Six parent-trainees were interviewed using semi-structured interviews. Transcripts were individually analysed using methodology drawn from Interpretative Phenomenological Analysis (IPA; Smith, 1996a) to identify emergent themes and complete cross-case analysis. Results: This study demonstrates how the occupancy of a parental role during Child and Adolescent Mental Health training has significant implications for individual trainees within both their professional and parental role. The three main themes emerging from the study are: i) A changed Identity: seeing and being seen in a different light ii) A journey from dependency towards autonomy and iii). Cutting the cord doesn’t destroy the bond: The inseparable nature of the parental and professional self. Implications: This study highlights the significant impact that the occupancy of a parental role may have in the experience of a trainee clinical psychologist’s CAMHS training, and how such findings may have been overlooked in the available literature base. Findings suggest that to optimise professional and personal wellbeing and minimise potential for compromised professional conduct the impact of the relationship between parent-trainees’ personal and professional self needs to be widely recognised by individual parent-trainees, training providers and the wider context of clinical psychology. The results from this study may also have wider implications for the ethical practice of those occupying any dual role in the training context as well as the broader field of therapeutic work.

<p>The position of the subsidiary CEO is characterized by its complexity in terms of the level of independence and control that s/he possesses. The subsidiary CEO is not only con-trolled by the parent company in certain aspects but in some cases also by the board of directors of the subsidiary. This raises questions about what the subsidiary CEO is left to decide by him/herself and if it is possible to infact categorize him/her as a middle manager? In order to gain more insight into these intriguing questions we formulated our purpose as follows: The purpose of this thesis is to examine how the subsidiary CEO controls the subsidiary consider-ing the dual role perspective. In addition, four research questions were formulated to support us in the search for answers to the amount of control that the subsidiary CEO has. The research questions were intended to the highlight the control aspect from different angles, and to discover what the parent company and board of directors controlled. In addition, we were also curious about whether it was possible for the subsidiary CEO to influence his/her superiors.</p><p>To enlighten us of the situation of the subsidiary CEO we made seven semi-structured interviews, whereof four with subsidiary CEOs. The three additional interviews were made with co-workers to the subsidiary CEOs. This was done to get a different perspective on the role of the subsidiary CEO. With the purpose and research questions as a base we asked questions on these topics and the answers were recorded and transcribed in order to give us a stable foundation to stand on before moving on to the analysis.</p><p>The findings confirmed our view that the CEOs in some cases, especially when it comes to larger financial decisions, are controlled by the parent company. Further, reports are sent regularly and the overall organizational vision has to be adopted by the subsidiary. On the other hand the subsidiary CEOs regards themselves as very independent when it comes to the management of the subsidiary. Indeed, we were able to see some general characteristics of the job of a subsidiary CEO, such as the freedom of formulating and implementing strategies for the subsidiary. In addition, they solely decide how to run the daily operations as well as deciding on questions concerning the personnel. Further, we conclude that the subsidiary CEOs can neither be categorized as merely a CEO or a middle manager, since our study shows that they are a combination of both. It is their level of independence which decides how to perceive their role and this varies from case to case. Finally, the level of control much depends on their relationship with the parent company as well as the sub-sidiary board of directors.</p>

The position of the subsidiary CEO is characterized by its complexity in terms of the level of independence and control that s/he possesses. The subsidiary CEO is not only con-trolled by the parent company in certain aspects but in some cases also by the board of directors of the subsidiary. This raises questions about what the subsidiary CEO is left to decide by him/herself and if it is possible to infact categorize him/her as a middle manager? In order to gain more insight into these intriguing questions we formulated our purpose as follows: The purpose of this thesis is to examine how the subsidiary CEO controls the subsidiary consider-ing the dual role perspective. In addition, four research questions were formulated to support us in the search for answers to the amount of control that the subsidiary CEO has. The research questions were intended to the highlight the control aspect from different angles, and to discover what the parent company and board of directors controlled. In addition, we were also curious about whether it was possible for the subsidiary CEO to influence his/her superiors. To enlighten us of the situation of the subsidiary CEO we made seven semi-structured interviews, whereof four with subsidiary CEOs. The three additional interviews were made with co-workers to the subsidiary CEOs. This was done to get a different perspective on the role of the subsidiary CEO. With the purpose and research questions as a base we asked questions on these topics and the answers were recorded and transcribed in order to give us a stable foundation to stand on before moving on to the analysis. The findings confirmed our view that the CEOs in some cases, especially when it comes to larger financial decisions, are controlled by the parent company. Further, reports are sent regularly and the overall organizational vision has to be adopted by the subsidiary. On the other hand the subsidiary CEOs regards themselves as very independent when it comes to the management of the subsidiary. Indeed, we were able to see some general characteristics of the job of a subsidiary CEO, such as the freedom of formulating and implementing strategies for the subsidiary. In addition, they solely decide how to run the daily operations as well as deciding on questions concerning the personnel. Further, we conclude that the subsidiary CEOs can neither be categorized as merely a CEO or a middle manager, since our study shows that they are a combination of both. It is their level of independence which decides how to perceive their role and this varies from case to case. Finally, the level of control much depends on their relationship with the parent company as well as the sub-sidiary board of directors.

Magister Artium (Psychology) - MA(Psych) / for women to study at institutions of higher learning have increased, when compared to past generations. Despite this, student mothers, specifically, are confronted with the extra burden of parenting, together with their academic work. Using an exploratory approach, within a qualitative research design, this study aimed to explore perceptions and experiences of student mothers enrolled at the University of the Western Cape. Purposive sampling was used to recruit participants, who had at least one child and were registered for a full-time undergraduate degree at the institution. Four semi-structured focus groups were held, with five to seven participants each, entailing a total of 25 female students. Thematic analysis was used to analyse the data, and Bronfenbrenner’s Process-Person-Context-Time model was adopted, which allowed for a nuanced understanding of the student mother within various contexts. The study received ethics approval, adhered to good ethical principles and was conducted with permission from the university’s registrar. Key themes related to the challenges experienced by student mothers were identified, including financial difficulties, and the stress of balancing their dual responsibilities of student and mother. Proximity to their children complicated their attempt to fulfil dual roles. Geographical distance from the child(ren) facilitated their performance as a student, but often at the expense of their role as mother, resulting in guilt. Close proximity to the child facilitated a closer bond with the child(ren), which impeded their academic performance. Familial support was noted as an important facilitator of performance. Family members often assisted with caregiving of the child, allowing the student mother to engage in her role as student. Some student mothers perceived a lack of support from the university, whilst others argued that it is their own responsibility to manage their commitments to study. Despite these difficulties, many student mothers found that motherhood was a motivation for them to study to secure a future for themselves and their child(ren).

Women are expanding their numbers and roles in the United States military. This new generation of military women is exposed to unique factors related to their gender that contribute to challenges for psychosocial well-being and optimal performance. In support of Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF), researchers have identified unique factors for military women, including increased combat exposure, continued military sexual trauma and harassment, and conflicting dual roles. These factors may create obstacles that inhibit help-seeking behaviors and support for military women, and remain an under-researched topic of study. Gender-specific research on military women is limited; current research has primarily focused on discharged veterans and has been remiss in addressing women-specific issues for those currently serving in an active duty status. This study sought to address this under-researched phenomenon by exploring the military experiences of women on active duty in the United States Marine Corps. The purpose was to learn more about military women’s experiences and perceptions of stressors, coping behaviors, and sources of social support within this context. This study used a feminist phenomenological methodology to better understand military women’s experiences and specific stressors that influence their coping behaviors. A phenomenological data analysis procedure revealed five core themes and sub-themes that were synthesized into the essence. Implications for practice, policy, and future research are included to enhance women Marines’ psychosocial well-being and optimal performance while they serve on active duty.

På senare år har ett nytt sorts chefskap blivit mer och mer vanligt, ett chefskap där man är både chef och kollega. Detta sätt att vara chef på är vanligt inom många branscher i dag, även inom förskolans värld, där jag är verksam. Att balansera mellan olika roller på ett övertygande sätt är långt ifrån en lätt sak, men de dubbla rollerna har även positiva sidor. Mitt syfte med denna essä, som är baserad på självupplevda händelser, är att försöka reda ut för- och nackdelar med att vara en chef som sitter på två stolar, och att få svar på frågan: Är det möjligt för en och samma person att gå i och ur sina olika roller och vilka egenskaper behöver denna person ha?  För att få svar på mina frågor har jag fört diskussioner med den teoretiska litteraturen. Jag har samtidigt fått möjligheten att använda mig av min erfarenhetsgrundade kunskap genom ett reflekterande skrivande. För att få tillfälle att studera dessa fördelar och nackdelar har jag tittat på betydelsen av förhållningssätt hos medlemmarna i en liten arbetsgrupp, hur den skiljer sig mot förhållningssättet i större organisationer. Jag har också försökt ta reda på ledarskapets roll och betydelse i en liten arbetsgrupp i dagens samhälle, men även resonerat kring ledarskapet ur en historisk synvinkel. Jag avslutar med en artikel ur tidningen Chefs nätupplaga som visserligen inte kan räknas som vetenskaplig, men som jag tycker ger bra och tydliga exempel på hur det faktiskt kan se ut för den som är en ”chef på två stolar”. Tack vare detta essäskrivande, som gett mig tillfälle till att reflektera över mina handlingar och tankar, har jag fått möjligheten att se på mitt chefskap med nya ögon. Jag inser mer och mer att en person som har dubbla roller måste vara stresstålig, beslutskraftig och ha ett genuint intresse för verksamheten och personalen. Det viktigaste av allt är att personen har förmågan att lära sig av sina praktiska erfarenheter och göra den till en kunskap som är användbar i sitt chefskap. / In recent years, a new kind of leadership has become more and more common, a leadership which includes being both manager and colleague. This kind of leadership is today common in the business world and even in the preschool where I am active. To balance these two different roles in a convincing manner is far from easy to handle. But at the same time the dual roles also have their positive sides. The purpose with writing this essay, which is based on self-experienced situations, is to try to sort out the advantages and disadvantages of being a manager “sitting on two chairs” and to try to find the answer for the question: Is it possible for a person to step in and out of different roles and which kind of personality is suited for this?   To find answers of my questions I have used the method of reflective writing and referred to and discussed different theoretical perspectives and positions. I also have the opportunity to use the knowledge I have gained through experience. I have considered the importance of the attitude in a small work group, and how it differs from a larger organization. I have tried to find out the importance of leadership in today`s society and I have also look at leadership from a historical point of view. At the end I used an article from a web magazine called Chef. The article shows good examples of the reality for a “manager who sits on two chairs”. By writing this essay, I have got the opportunity to reflect of my own thoughts and actions in the role of manager. I now realize that a person with dual roles must be stress-resistant, decisive and have a genuine interest in the business as well as in the employees.   One of the most important skills is the ability to learn from ones practical experiences, and make it useful in the future leadership.