Statisticians and researchers are human, and therefore, make mistakes in the conduct of their research. Type I and Type II errors are important to consider as they have real-world implications. A Type I error refers to rejecting a null hypothesis when it is true, while a Type II error results from failing to reject a null hypothesis when it is false. The following hypothetical situation illustrates these errors and the null hypothesis:

A forensic psychologist must decide whether to allow John Hinckley, Jr. to go to his parents’ house on a weekend pass. Mr. Hinckley, as you recall, attempted to assassinate President Reagan at the Washington Hilton in 1981, just to impress actress Jody Foster with whom he was obsessed. Mr. Hinckley has been writing letters to Miss Foster as recently as last month. The letters were found under his mattress during a routine inspection of his room at St. Elizabeth’s Hospital. The hospital has convened a panel of seven mental health professionals, all of whom work at the hospital and with Mr. Hinckley. The votes are in: Three say let him go visit his parents and three vote to deny his weekend pass request. What should the forensic psychologist decide? The null hypothesis in this case would be that it is safe to send him home for the weekend. If he is denied the visit when in reality he would not have caused any problems, a Type I error (also called a false positive) would have been made. It was determined that he would be dangerous when he would not have been. A Type II error (or a false negative) would result if it was determined that he would not be violent and he was released, and he ended up assaulting someone on his weekend pass. In that case, it was believed that nothing would happen and it did.

Forensic psychology research also may exhibit Type I and Type II errors, as you discover in this Discussion.

• Review Chapter 8 in your course text, Research Methods for the Behavioral Sciences. Pay particular attention to the difference between Type I and Type II errors.
• Review the web article, “ Type I and Type II Errors—Making Mistakes in the Justice System.” Pay close attention to the descriptions and examples of Type I and Type II errors.
• Using the Walden Library, select and review a research article that addresses a forensic psychology issue or takes place in a forensic setting, and that reports or discusses a Type I or Type II error.
• Think about the possible consequences to the research study of making each type of error.
• Consider whether the resulting consequences of making each type of error would be tolerable or not and why.

Post by Day 4 a brief summary of the study you selected. Then, explain how and why the study reports the possibility of either a Type I or Type II error. Finally, explain the potential consequence to the research study of making either a Type I or a Type II error and which is more “ tolerable” and why.

Be sure to support your postings and responses with specific references to the Learning Resources. 

The lead-out is where you conclude the paragraph and its corresponding argument. It also provides an opportunity to emphasize your unique voice as a scholar. To generate the lead-out, writers ask themselves questions such as What is the lasting impression I want this paragraph to have? Ultimately, what is this paragraph’s argument about? What is the overall significance of the idea presented?

A strong lead-out sentence wraps up your paragraph neatly for the reader. Often, though, your writing won’t end with just one paragraph. Check out this helpful video from the Walden Writing Center for some tips and tricks on how to use your lead-out to create transition as you move into the next paragraph.

Video: Types of Transitions Part 1: Transitions Between ParagraphsLinks to an external site.

In our Week 4 Discussion, let’s put all of our skills together to create a lead-out sentence for our paragraph.

Post your initial 1- to 2-paragraph response that addresses the following:

• Add a lead-out sentence to the existing paragraph you have developed of main idea, evidence, and analysis.
• Additionally, reflect on the process of writing the lead-out. Pose any questions and/or explain challenges that came up during the process.

 

Respond to two (2) of the following prompts:

1. Consider the social stratification of your family tree. Compare your social standing to that of your parents and grandparents. If you are unfamiliar with these people, feel free to substitute other family members or acquaintances from other generations. (USLO 3.1)
2. What social traits did your forebears pass down to you? Is there consistency or inconsistency in your family’s status? Which theoretical approach best describes your family’s social stratification? What changes do you anticipate for your family’s future generation? (USLO 3.1)
3. Consider your own experiences with social mobility. How do rules, laws, and societal structures promote wealth and poverty? Do you believe that rules, laws, and societal structure have a greater impact on social mobility than individual traits such as a strong work ethic? Do you believe social mobility has decreased or risen in recent years? How could rules, laws, and societal structures impact your future social mobility? What are some strategies for dealing with this future possibility? (USLO 3.2)
4. What is the relationship between subjective, absolute, and relative poverty and inequality/inequity? Who benefits from poverty, inequality, and inequity? Can policies be enacted to eliminate various forms of poverty and break the cycle of poverty? What are the advantages and disadvantages of enacting such policies? What role does the cycle of poverty play in maintaining social stratification, especially for women through the global feminization of poverty? (USLO 3.3)
5. Which of the three theoretical approaches (functionalist, conflict, or symbolic interactionist) would you use to explain why healthcare injustice and inequity occurs and what to do about it? (USLO 3.4)
6. What role does healthcare injustice play in perpetuating the system of stratification? How does the healthcare system maintain social stratification? Is healthcare injustice harming our society as a whole? (USLO 3.4)

  

Respond using APA, at least 2 scholarly references

Leadership Insights

Research indicates that promoting leadership development among employees requires the existence of effective organizational leadership (Mabona et al., 2022). This provided insight as the building up of our nursing leadership has been stagnant due to unease with executive leadership. Strong, effective leadership, or lack of, directly influences care, quality and motivation of staff (Mansel & Einion, 2019). We have nurses and leaders with great approaches for change, but a lack of motivation to do so. What was lacking was effective communication strategies, the ability for nurses to be actively involved in making decisions regarding patient care and having a substantial level of professional independence and influence over our work environment (Mabona et al., 2022).

During this week’s reading and research I stumbled across transformational leadership being an evidence-based leadership theory for nursing practice. It makes sense as building a trusting and respectful relationship is essential for implementing and fostering an empowering work environment. An empowering work setting is marked by the provision of information, support, resources, and learning opportunities (Mabona et al., 2022). Creating a supportive work environment fosters a culture of shared knowledge and a higher sense of duty and liability among nurses, while simultaneously safeguarding against and alleviating nurse burnout (Iqbal et al., 2019). Leaders who strive to cultivate a positive work environment through transformational leadership value and consider various viewpoints, display a comprehensive understanding of concerns, recognize and encourage the valuable contributions of nurses, effectively communicate achievements to boost confidence, maintain an approachable demeanor, and provide assistance to their staff (Mabona et al., 2022).

Transformational Leadership in Practice

We recently hired a new Chief Executive Officer (CEO), a position that has historically been filled by personnel with a clinical or medical background. This CEO however does not have this background. Rather than that hindering his abilities as a leader, he inspirationally utilized that as a key tool in motivating staff. Upon our first interaction, he encouraged the nursing team to take ownership of our profession/department and provide him with justifications to our needs and goals. He was transparent in pointing out that he is naïve to what we do and what our needs are, yet was able to still support us a valuable partners in the organization and pledge support to our success as well. This defined him as a transformational leader.

Interestingly enough, study findings show that when nursing staff perceives their leader as transformational, their psychological empowerment is enhanced, and they have higher well-being, which in turn increases their commitment to their workplace (Iqbal et al., 2019). This deemed true for our organization. The CEO sparked motivation that was lacking previously and motivated the nursing team to implement changes that were long overdue. Our admissions process was tedious and outdated for quite some time and was needing revamped but had previously lacked the support to do so. We then did a time study on the process for two-weeks, reviewed the ways in which we could improve that process, piloted those changes, completed a time study to evaluate the effectiveness of those changes, and then received the approval to move forward with those changes. A transformational leadership model has had a positive impact on our department and facility as a whole. Employee attitudes and behaviors have changed which has in turn increased job performance, satisfaction, and turnover.

References

Iqbal, K., Fatima, T., & Naveed, M. (2019). The impact of Transformational leadership on nurses’ organizational Commitment: a multiple mediation model. European Journal of Investigation in Health, Psychology and Education, 10(1), 262–275. https://doi.org/10.3390/ejihpe10010021

Mabona, J. F. M., Van Rooyen, D., & Ham-Baloyi, W. T. (2022). Best practice recommendations for healthy work environments for nurses: An integrative literature review. Health Sa Gesondheid- Journal of Interdisciplinary Health Sciences, 27. https://doi.org/10.4102/hsag.v27i0.1788

Mansel, B., & Einion, A. (2019). ‘It’s the relationship you develop with them’: emotional intelligence in nurse leadership. A qualitative study. British Journal of Nursing, 28(21), 1400–1408. https://doi.org/10.12968/bjon.2019.28.21.1400