Resistance or Disconnection? A Relational-Cultural Approach to Supervisee Anxiety and Nondisclosure

Abernethy, Catherine; Cook, Katrina

doi:10.1080/15401383.2011.560067

Cited by 23 publications

(24 citation statements)

References 16 publications

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“…The supervisors perceived the behaviour frequency counts as being more objective and less judgemental, and argued that especially supervisees with longer work experience had difficulties handling the global scores on the lower side. This viewpoint is consistent with earlier research which suggests that supervisees may fear negative feedback (Abernethy and Cook, 2011;Bernard and Goodyear, 2014;Clarke and Giordano, 2013;Ellis et al, 2015;Friedberg et al, 2009;Lombardo et al, 2009), and that supervisors often feel critical and worry that their feedback may harm the supervisory working alliance (Chur-Hansen and McLean, 2006). Self-reported data even suggests that supervisors sometimes withhold corrective feedback and/or give higher ratings to avoid negative reactions or harming the supervisory relationship (Turner et al, 2016).…”

Section: Systematic Feedbacksupporting

confidence: 87%

Providing objective feedback in supervision in motivational interviewing: results from a randomized controlled trial

Beckman

Forsberg²,

Lindqvist

et al. 2019

Behav. Cogn. Psychother.

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Background:The effects of the use of objective feedback in supervision on the supervisory relationship and skill acquisition is unknown.Aims:The objective of this study was to evaluate the effects of two different types of objective feedback provided during supervision in motivational interviewing (MI) on: (a) the supervisory relationship, including potential feelings of discomfort/distress, provoked by the supervision sessions, and (b) the supervisees’ skill acquisition.Method:Data were obtained from a MI dissemination study conducted in five county councils across five county councils across Sweden. All 98 practitioners recorded sessions with standardized clients and were randomized to either systematic feedback based on only the behavioral component of a feedback protocol, or systematic feedback based on the entire protocol.Results:The two different ways to provide objective feedback did not negatively affect the supervisory relationship, or provoke discomfort/distress among the supervisees, and the group that received the behavioural component of the feedback protocol performed better on only two of the seven skill measures.Conclusions:Objective feedback does not seem to negatively affect either the supervisor–supervisee working alliance or the supervisees’ supervision experience. The observed differences in MI skill acquisition were small, and constructive replications are needed to ascertain the mode and complexity of feedback that optimizes practitioners’ learning, while minimizing the sense of discomfort and distress.

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Section: Systematic Feedbacksupporting

confidence: 87%

Providing objective feedback in supervision in motivational interviewing: results from a randomized controlled trial

Beckman

Forsberg²,

Lindqvist

et al. 2019

Behav. Cogn. Psychother.

View full text Add to dashboard Cite

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“…In doing so, supervisees can gain a clear understanding of how their thoughts and feelings affect their supervisor and, therefore, feel more supported and relationally competent in navigating their difficult experience with their client. By creating an environment that is supportive of vulnerability, supervisees are more likely to disclose difficult situations they experience without fear of negative evaluation (Abernethy & Cook, 2011; Lenz, 2014). Mutual empathy in the supervisory relationship can also help develop relational resilience in the supervisee.…”

Section: Facilitating Supervisee Critical Self‐reflectionmentioning

confidence: 99%

“…Mutual empathy in the supervisory relationship can also help develop relational resilience in the supervisee. In other words, receiving support from and feeling an authentic connection with their supervisor can help the supervisee develop confidence in their relational capabilities, allowing them to address the relational disconnection they are feeling with their client (Abernethy & Cook, 2011; Lenz, 2014).…”

Section: Facilitating Supervisee Critical Self‐reflectionmentioning

confidence: 99%

“…Thus, supervisees in this situation may require support from their supervisor beyond that offered by the traditional constructive supervision model. A tool that can be used to help supervisees feel more comfortable broaching this topic in supervision is the development of mutual empathy, which is a concept derived from RCT (Abernethy & Cook, 2011; Jordan, 2009; Lenz, 2014).…”

Section: Facilitating Supervisee Critical Self‐reflectionmentioning

confidence: 99%

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A Constructive Approach to Help Counselors Work With Clients Who Express Discriminatory Views

Guiffrida

Tansey

Miller

2019

Jour of Counseling & Develop

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Although much has been written to help counselors understand the potential impact of their own biases toward clients from traditionally marginalized groups, much less attention has been given to assist counselors working with clients who express discriminatory views that counselors may find offensive. In this article, the authors briefly outline how constructive clinical supervision can be integrated with aspects of relational–cultural theory and moral foundations theory to help counselors work with clients who espouse discriminatory views.

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“…Pitariu (2007) indicated that supervisees' use of favors and flattery likely masked or reduced their anxiety but that their anxiety could be better addressed through supervisor efforts to normalize their experiences and through discussions of the roles and expectations of supervisees. Given that the supervisory relationship might have a negative relationship to trainee anxiety (Abernethy & Cook, 2011;Mehr et al, 2010) the working alliance may offer a better explanation for supervisee use of impression management tactics. Given that the researcher did not control for this potentially moderating variable, however, it is not possible to know the extent of these relationships.…”

Section: Two Decades Aftermentioning

confidence: 99%

Supervisee Experiences of Impression Management, the Supervisory Working Alliance, and Counseling Self-Efficacy

Haist¹

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Supervision plays a vital role in fostering competent, ethical and effective counseling psychologists. However, studies have shown that supervisees act in ways that counteract the benefits of supervision. Trainees manage supervisor impressions to the detriment of their professional growth; they withhold information that would help supervisors promote learning, clarify misunderstandings, gain insight into supervisee weaknesses and strengths, and provide feedback that would enhance supervisee competence. Supervisee nondisclosure is a particularly prevalent impression management behavior documented in the supervision literature (Hill, Thompson, & Corbett, 1992; Ladany et al., 1996). It and other forms of impression management may be particularly related to counseling self-efficacy and the supervisory working alliance. Recent evidence does suggest that impression management is related to counseling self-efficacy, but its role in the supervisory working alliance has not yet been examined. Given research findings that doctoral level supervisees in counseling and clinical psychology programs withhold information from their supervisors and are concerned with their supervisors' impressions of them impression management at this level of training needs to be understood. This study examined the nature of the relationships among supervisee counseling self-efficacy, supervisory working alliance, and impression management. With more insight into impression management behaviors as it relates to the experiences of supervisees, the findings of this study provided evidence of how further research into impression management is important to preparing effective counseling psychologists.

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Resistance or Disconnection? A Relational-Cultural Approach to Supervisee Anxiety and Nondisclosure

Cited by 23 publications

References 16 publications

Providing objective feedback in supervision in motivational interviewing: results from a randomized controlled trial

Providing objective feedback in supervision in motivational interviewing: results from a randomized controlled trial

A Constructive Approach to Help Counselors Work With Clients Who Express Discriminatory Views

Supervisee Experiences of Impression Management, the Supervisory Working Alliance, and Counseling Self-Efficacy

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