2012
DOI: 10.1111/bjc.12012
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Development and validation of the supervisory relationship measure: A self‐report questionnaire for use with supervisors

Abstract: The supervisory relationship measure (SRM) is a new psychometrically sound measure of the supervisory relationship (SR) with clinical and research uses. Clinically, it is a useful and structured way for supervisors to provide constructive feedback to their trainees. It can be used in conjunction with the Supervisory Relationship Questionnaire (SRQ) (completed by the supervisee) to support a dyadic discussion about clinical supervision. Currently the measure is only validated on Clinical Psychology trainees and… Show more

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Cited by 37 publications
(32 citation statements)
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References 20 publications
(18 reference statements)
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“…Shafranske (2004, 2012), in their summary of the literature in this area, suggest that a good SR consists of facilitating attitudes, behaviors, and practices including, for example, a sense of team work (Henderson, Cawyer, Stringer, & Watkins, 1999), empathy (Worthen & McNeill, 1996), approachability and attentiveness (Henderson et al,1999), encour agement of disclosures by supervisees (Ladany, Hill, Corbett, & Nutt, 1996), and supervisors' sensitivity to the developmental level of the supervisee (e.g., Magnuson, Wilcoxon, & Norem, 2000). Additionally, recent research (Ancis & Ladany, 2010;Constantine, 2001;Inman, 2006) suggests that the supervisor's multicultural com petence is an important component of the SR, which supports the significance of contextual influences identified by the work of Clohessy (Beinart & Clohessy, 2009) and Pearce et al (2013). In particular, the individual differences that supervisee and supervisor bring into their relationship appear to be significant.…”
Section: Collaborativementioning
confidence: 71%
See 1 more Smart Citation
“…Shafranske (2004, 2012), in their summary of the literature in this area, suggest that a good SR consists of facilitating attitudes, behaviors, and practices including, for example, a sense of team work (Henderson, Cawyer, Stringer, & Watkins, 1999), empathy (Worthen & McNeill, 1996), approachability and attentiveness (Henderson et al,1999), encour agement of disclosures by supervisees (Ladany, Hill, Corbett, & Nutt, 1996), and supervisors' sensitivity to the developmental level of the supervisee (e.g., Magnuson, Wilcoxon, & Norem, 2000). Additionally, recent research (Ancis & Ladany, 2010;Constantine, 2001;Inman, 2006) suggests that the supervisor's multicultural com petence is an important component of the SR, which supports the significance of contextual influences identified by the work of Clohessy (Beinart & Clohessy, 2009) and Pearce et al (2013). In particular, the individual differences that supervisee and supervisor bring into their relationship appear to be significant.…”
Section: Collaborativementioning
confidence: 71%
“…For example, supervisors can use the SRQ (Palomo et al, 2010) or SSRQ (Cliffe, 2013) to gather feedback from supervisees. The SRM (Pearce et al, 2013) provides the opportunity for the supervi sor to provide feedback to supervisees and the sessionbysession measure, the LASS (Wainwright, 2010), provides a quick measure for regular review. Other useful meas ures were discussed earlier in the chapter.…”
Section: Feedback In the Srmentioning
confidence: 99%
“…Pearce, Beinart, Clohessy, and Cooper () created the Supervisory Relationship Measure (SRM) to measure supervisors’ perspectives of the supervisory relationship. They used three core categories from Clohessy's () grounded theory study of 12 clinical psychologist supervisors to create items: core relational factors, flow of supervision, and contextual influences.…”
Section: Resultsmentioning
confidence: 99%
“…The supervisory alliance has emerged in supervision research as an essential component of effective supervision (Bernard & Goodyear, 2014;Falender & Shafranske, 2004, 2007, 2014Pearce, Beinart, Clohessy, & Cooper, 2013); neglecting its importance would ignore a vast literature base demonstrating its centrality to the practice of supervision (Falender & Shafranske, 2004, 2007, 2012b, 2014Ladany, Brittan-Powell, & Pannu, 1997;Ladany, Ellis, & Friedlander, 1999;Ladany et al, 2013). Fostering a strong supervisory alliance is a key component of evidence-supported supervision practices.…”
Section: Supervisory Alliancementioning
confidence: 99%