The Impact of Sexual Boundary Violations in Supervision and Therapy: A Qualitative Study of a Trainee's First-Hand Account

This study involves a qualitative analysis of a doctoral-level psychology trainee's first-hand account of sexual attraction and boundary violations that occurred in her clinical supervision and psychotherapy. Concepts of power, gender, social performance theory, and relational framing are applied to two case examples, illustrating the differing demands on a trainee when her relationships were sexualized in two distinct professional contexts. Ramifications of supervisory exploitation and the impact of such an experience on a trainee's professional development are discussed. Recommendations are provided for improving psychology training programs' prevention and response efforts.

Manager Training and Development Strategy: A Methodology to Link Strategic Initiatives at Washington and Lee University

Washington and Lee University has developed and implemented a strategic plan and performance development initiative for 2007-2017. In concert with the strategic plan and performance development initiative, supportive manager core competencies have been identified. The deliverable for this capstone project is a documented methodology that supports the strategy for the design and implementation of a manager training and development program that ensures needed competencies are available. The author uses survey data to determine training needs and priorities and, through a review of literature, investigates effective strategies to arrive at a successful implementation methodology. The author presents findings and conclusions regarding design implementation methodology for manager training and development.

Hiring Manager Training for Strategically Selecting the Best Human Capital

The selection process is arguably the most important part of the employee life cycle in an organization, but a process often underdeveloped in many organizations. Successful selection processes can put the right people into critical positions, whereas failure to focus on selection can result in poor performance, turnover, and loss of productivity critical to the continuing success of organizations. This paper creates a model for a hiring manager training that focuses on a strategic selection process to maximize chances for successful hires. Utilizing leadership and selection models, human resources can engage hiring managers in a strategic applicant selection process as well as give tools for screening, interviewing, and selecting the best candidates for employment throughout all levels of their organization.