Gender differences on the WPPSI, the WISC-R, and the WPPSI-R

The WPPSI, WISC-R, and WPPSI-R were administered in a counterbalanced design to 72 children between the ages of 5 years, 10 months, 16 days, and 6 years, 7 months, and 15 days to test the hypothesis that mean verbal IQs on these scales would be higher for boys than for girls. Results indicated that the mean verbal IQs for boys were significantly (p<.05) higher than those for girls on all three scales. Also, significant (p<.05) differences favoring boys were found onVocabulary andComprehension subtests on all three scales. These differences are probably a peculiarity of these scales and may not need any elaborate theoretical explanation. However, clinical uses of verbal and performance IQ discrepancies may not justifiably ignore the examinees’ gender.     

Non-equivalence of WPPSI,WPPSI-R,and WISC-R scores

The WPPSI-R, WISC-R, and WPPSI were administered in a counterbalanced design to 72 children, between the ages of 5 years, 11 months and 6 years, 8 months, in order to determine their equivalence by testing the equality of means, variances, and covariances based on scaled scores and IQs. The results indicated that the three scales were not equivalent with respect to any of the IQs because they did not meet one or more of the criteria. The relative magnitudes of the mean IQs on the three scales were in accord with the predicted order: highest IQs on WPPSI, next highest on WISC-R, and the lowest on WPPSI-R. Results were discussed in the context of the secular inflation in IQs and the corresponding compensatory deflation built into the normative data of the new versions.     

Enhancing Program Quality in a National Sample of After‐school Settings: The Role of Youth–Staff Interactions and Staff/Organizational Functioning

Using multilevel data from the national evaluation of Boys and Girls Clubs of America (BGCA), this study examined associations among programmatic structures, workplace and workforce characteristics, and relational practices of program staff as they relate to young people's ratings of their experience attending local clubs. The sample included 57,710 members and 5,231 staff members at 740 BGCA sites throughout the United States. Staff relational practices—including establishing caring relationships, setting high expectations, positive behavior management, encouraging youth input and agency, and cultural sensitivity—explained associations between staffing and organizational functioning and youths’ perceptions of the quality of their clubs. Findings suggest a central role of staff relational practices in establishing conditions that youth experience positively, and that staffing and organizational processes, including community engagement and teamwork and efficiency can be viewed as foundations for establishing a culture of positive adult‐youth interaction, which in turn can contribute to the promotion of positive youth development. Further, identification with the experiences of youth had a direct association with youths’ perceptions of club quality. These results underscore the importance of staff workforce development initiatives as key to improving youth experiences in after‐school programs.     

Clinical Correlates of Dispositional Forgiveness

The present study examined relationships between the variables of depression, shame, guilt, psychological maltreatment, and dispositional forgiveness. The methodology included the completion of questionnaires by 280 university and community college participants. Results indicated that all factors of dispositional forgiveness were negatively related to depression, to shame, and to all factors of psychological maltreatment. Partial correlations further revealed positive associations between guilt and dispositional forgiveness. Hierarchical multiple regression analyses demonstrated the unique contribution of psychological maltreatment to dispositional forgiveness beyond that of depression, shame, and guilt. Implications of results for clinical practice and future research are discussed.     

The Paradigm Shift to True Collaboration with Families

Target four of the National Agenda for Achieving Better Outcomes for Children and Youth with Serious Emotional Disturbance focuses on collaborating with families to improve service delivery and results for their children. Moving toward this goal has necessitated the continuation of a paradigm shift that brought out this target as an important one in the first place, and that has highlighted the difference between family-focused and family-driven approaches. We discuss the history of the paradigm shift, the progress that has been made toward this goal of making families full collaborative partners in the care of their children, the elements and examples of effective systems of care, and the distance still to traverse toward fully realizing the goal of this strategic target.     

Committing to your work, spouse, and children: Implications for work-family conflict

When trying to balance work and family responsibilities, many workers experience conflict between these two roles. Although role commitment has been viewed both as contributing to and alleviating conflict, this relationship has not been fully tested. Using a sample of female nurses and police officers, we examined the direct and indirect relationship of role commitment with work-spouse and work-parent conflict. Increased work-spouse conflict was associated with decreased spouse commitment. Increased work-parent conflict was associated with increased parent commitment but with decreased spouse and job commitment. Job commitment moderated the relationships between irregular work schedules and work-spouse conflict and between job control and work-spouse conflict. Parent commitment moderated the relationship between irregular work schedules and work-parent conflict. These results suggest that, depending on the role, commitment may either alleviate or exacerbate conflict.