Social Work Supervisory Transition: From Frontline to Supervisor

dc.contributor.advisorCheung, Monit
dc.contributor.committeeMemberNarendorf, Sarah C.
dc.contributor.committeeMemberBoyd, Reiko K.
dc.creatorZhou, Shu
dc.creator.orcid0000-0002-9138-477X
dc.date.accessioned2019-09-13T01:16:35Z
dc.date.available2019-09-13T01:16:35Z
dc.date.createdMay 2019
dc.date.issued2019-05
dc.date.submittedMay 2019
dc.date.updated2019-09-13T01:16:35Z
dc.description.abstractEffective supervision contributes to a higher quality of social services and supervisees’ professional development. Lack of adequate training in applying supervision skills can be a problem not only for social work supervisors, but also for the social work practice delivered by their supervisees. This study examines the process of transition from being a frontline worker to a supervisory role with a focus on the skills, knowledge, and abilities essential to the preparation of this transition. Bridges’ (2009) Transition Model guided the exploration of the concepts and processes of supervision. This study included qualitative data from 24 supervisor participants from different work settings in Houston, Texas. Semi-structured in-depth interviews were conducted in person or by phone/Skype with each consented participant. All interviews were audio recorded and fully transcribed verbatim in English for data analysis. Hycner’s (1978) phenomenological method was employed in the analysis. Findings included three themes: challenges, facilitators, and needed trainings within the supervisory transitioning process. The most significant challenges included peer to supervisor transition, an overwhelming workload, unclear role expectations, and managing seasoned staff. Facilitators for ease of transition included formal trainings, self-education, familiarity with the agency, supportive supervisors and team, and peer coaching. Nearly all participants discussed the need for more trainings in the areas of leadership and management, administration, and finances. This study recommended more research to test the effectiveness of current leadership training, a policy to establish requirements in general social work supervision such as leadership training, agency-sponsored supervision courses, and continuing education for social work supervisors.
dc.description.departmentSocial Work, Graduate College of
dc.format.digitalOriginborn digital
dc.format.mimetypeapplication/pdf
dc.identifier.urihttps://hdl.handle.net/10657/4464
dc.language.isoeng
dc.rightsThe author of this work is the copyright owner. UH Libraries and the Texas Digital Library have their permission to store and provide access to this work. Further transmission, reproduction, or presentation of this work is prohibited except with permission of the author(s).
dc.subjectSocial work
dc.subjectSupervisory Transition
dc.subjectLeadership
dc.subjectOccupational training
dc.titleSocial Work Supervisory Transition: From Frontline to Supervisor
dc.type.dcmiText
dc.type.genreThesis
thesis.degree.collegeGraduate College of Social Work
thesis.degree.departmentSocial Work, Graduate College of
thesis.degree.disciplineSocial Work
thesis.degree.grantorUniversity of Houston
thesis.degree.levelDoctoral
thesis.degree.nameDoctor of Philosophy

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