Practitioners in the field encounter clients who are struggling with real-life situations and issues. It is critical that practitioners are able to intervene and help clients understand and identify their disorders, and the ways in which they can be treated. In this case study exercise, you will be able to conduct research on a common disorder, discuss possible interventions, and discuss how faith affects this disorder.
Scenario: Sarahâs Sleep Dilemma
You have a client/patient named Sarah, who is struggling with sleep issues. She is only able to sleep for 4â5 hours per night. She falls asleep easily, but awakens after 5 hours, and finds herself unable to fall back asleep after that. In her life, she is struggling with many challenges at home, work and school, and she finds it difficult to shut down when bedtime comes. Sarah is experiencing a very common disorder â insomnia. As a result, many areas of her life have been affected: school, work, and relationships.
Assignment Instructions
Research the insomnia disorder.
Describe the typical symptoms of insomnia.
Describe the disorderâs physiological impact.
Does gender and culture play a role in the disorder?
Describe one medical intervention used to treat insomnia.
Medication
Homeopathic
Dietary
Describe one psychological intervention used to treat insomnia.
Analyze possible ethical implications to the medical and psychological interventions described earlier.
Analyze faithâs effect on the disorder.
What role does faith play?
Does faith help or intensify the disorder?
Assignment Requirements
Description of the typical symptoms of insomnia
Description of the physiological impact on the disorder
Description of one medical intervention used to treat insomnia
Description of one psychological intervention used to treat insomnia
Sample Solution
Edmondson (2004) argues that leaderâs behaviour is one of psychological safetyâs antecedents, positing that leader behaviour is influencing team psychological safety by creating salient beliefs among followers regarding the way that the leader will use power and how this may affect a follower. As well, a meta-analytic review of psychological safety found leadership to influence the team psychological safety by shaping the work environment (Frazier, Fainshmidt, Klinger, Pezeshkan, & Vracheva, 2017). In a cross-sectional study on 489 health care workers from 28 nursery teams, Raes et al. (2013) investigated how team learning behaviour is influenced by the transformational leadership and laissez-faire leadership. The results showed that team learning behaviour was better predicted by transformational leadership, due to transformational leadership being primarly related to psychological safety while it is not the case for laissez-faire leadership (Raes, Lismont, Decupyer, & van den Bossche, 2013). On the other hand, a study on organisational learning analysing teams 44 whtin community clinics in Israel concluded that transactional leadership is negatively associated with learning behaviours (Amitay, Popper, & Lipshitz, 2005). Even though the authors of the study do not link directly this correlation with the team psychological safety, they posit that obtaining valid information for learning requires psychologically safe environments that discourage the usage of defensive routines (Amitay, Popper, & Lipshitz, 2005). H1: Transformational leadership is positively related to psychological safety. H2: Transactional leadership is negatively related to psychological safety. In a study analysing more than 160 leader-follower dyads, Wang et al. (2005) found evidence suggesting that LMX mediates the relationship between transformational leadership and performance (more specifically, task performance and organisational citizenship behaviour). The study concluded that the behaviours of the transformational leadership are a social currency that nourishes a high-quality leader-member exchange; that transformational leadership enhances followersâ receptivity for role expansion and extra-role actions via processes of social and/or personal identification; and that leader-member exchange gives leadersh>
Edmondson (2004) argues that leaderâs behaviour is one of psychological safetyâs antecedents, positing that leader behaviour is influencing team psychological safety by creating salient beliefs among followers regarding the way that the leader will use power and how this may affect a follower. As well, a meta-analytic review of psychological safety found leadership to influence the team psychological safety by shaping the work environment (Frazier, Fainshmidt, Klinger, Pezeshkan, & Vracheva, 2017). In a cross-sectional study on 489 health care workers from 28 nursery teams, Raes et al. (2013) investigated how team learning behaviour is influenced by the transformational leadership and laissez-faire leadership. The results showed that team learning behaviour was better predicted by transformational leadership, due to transformational leadership being primarly related to psychological safety while it is not the case for laissez-faire leadership (Raes, Lismont, Decupyer, & van den Bossche, 2013). On the other hand, a study on organisational learning analysing teams 44 whtin community clinics in Israel concluded that transactional leadership is negatively associated with learning behaviours (Amitay, Popper, & Lipshitz, 2005). Even though the authors of the study do not link directly this correlation with the team psychological safety, they posit that obtaining valid information for learning requires psychologically safe environments that discourage the usage of defensive routines (Amitay, Popper, & Lipshitz, 2005). H1: Transformational leadership is positively related to psychological safety. H2: Transactional leadership is negatively related to psychological safety. In a study analysing more than 160 leader-follower dyads, Wang et al. (2005) found evidence suggesting that LMX mediates the relationship between transformational leadership and performance (more specifically, task performance and organisational citizenship behaviour). The study concluded that the behaviours of the transformational leadership are a social currency that nourishes a high-quality leader-member exchange; that transformational leadership enhances followersâ receptivity for role expansion and extra-role actions via processes of social and/or personal identification; and that leader-member exchange gives leadersh>
