‘I once knew a team where all the workers called the manager ‘mother’ Some reflections on supervision within an integrated leadership and management programme

Ward, Jo

doi:10.1921/4003160305

Cited by 4 publications

(2 citation statements)

References 19 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…While this has value in emphasising common ground, it risks oversight of what may be distinctive about supervising the supervisors. A more focused gaze on this area feels worthwhile, not least because of what is often missing in managers' own supervision and the tendency for managerial and administrative priorities to eclipse other dimensions (Ruch, 2008;Ward, 2012).…”

mentioning

confidence: 99%

Supervising the supervisors: What support do first-line supervisors need to be more effective in their supervisory role?

Patterson

2019

ANZSWJ

View full text Add to dashboard Cite

INTRODUCTION:Stepping into a supervisory role in social work involves a shift of status, perspective and identity. New supervisors bring skills and experience which can be both asset and hindrance as they make the transition. Frequently they encounter gaps in training, support and supervision as well as dissonance between espoused policy and their own experience. This article identifies ways in which supervisors can be resourced to meet the challenge of their role and, as a result, be better placed to support others. It explores what is involved in supervising the supervisors, drawing on the experience of teaching managers on post-qualifying courses in professional supervision in Scotland. APPROACH:Themes commonly applied to the supervision of practitioners are explored in relation to those who are one or more steps removed from direct practice; seeking to identify what has shared relevance and what may be distinctive to those in a supervisory role. CONCLUSION:A congruent approach to support and supervision across all levels of an organisation helps foster a reflective culture which can engage with emotions and with complexity.

show abstract

mentioning

confidence: 99%

Supervising the supervisors: What support do first-line supervisors need to be more effective in their supervisory role?

Patterson

2019

ANZSWJ

View full text Add to dashboard Cite

show abstract

“…Supervision practices within social work underwent regulatory changes that, according to the reviewed papers, have led to an over-expansion of administrative tasks and task-oriented organisational culture (Bradbury-Jones, 2013;Ward, 2013;Wilson, 2013;Pitt et al, 2021). Peet (2011) noted how case (resource) management interferes with adoption of a reflective lens in supervisory encounters, with others highlighting issues around its singular focus on accountability (Pitt et al, 2021).…”

Section: Barriers To Rsmentioning

confidence: 99%

A Rapid Review of Reflective Supervision in Social Work

Ravalier

Wegrzynek

Mitchell

et al. 2022

The British Journal of Social Work

View full text Add to dashboard Cite

Reflective supervision (RS) is a crucial component of social work practice but little is known about how RS works within the UK context and what the outcomes of RS are for social workers and their service users. A rapid literature review comprised searching four databases for academic and grey literature on the topic of social work RS. The Mixed Methods Appraisal Tool and the University College London’s literature assessment method were employed in an expedited quality appraisal for all included papers. Twenty-seven papers were included. Findings suggest that a supportive, available manager or a peer-group enables reflective practice. Regularity of supervisory sessions and acknowledgement of a social worker’s autonomy are seen as enablers of reflexivity. In contrast, task-oriented approach that is overly focused on accountability and hindered by the sparsity of resources proves problematic for both social workers and service users. Whilst theoretical papers were available, RS was not defined in a uniform fashion and there was limited evidence pertaining to supervisory practice. More research focusing on what works and what improvements are needed in RS, including adopting a participatory approach would help to bridge this gap and further inform policy and practice.

show abstract

Social Work Supervision of Staff: A Primer and Scoping Review (2013–2017)

Sewell

2018

Clin Soc Work J

View full text Add to dashboard Cite

‘I once knew a team where all the workers called the manager ‘mother’ Some reflections on supervision within an integrated leadership and management programme

Cited by 4 publications

References 19 publications

Supervising the supervisors: What support do first-line supervisors need to be more effective in their supervisory role?

Supervising the supervisors: What support do first-line supervisors need to be more effective in their supervisory role?

A Rapid Review of Reflective Supervision in Social Work

Social Work Supervision of Staff: A Primer and Scoping Review (2013–2017)

Contact Info

Product

Resources

About