Successful Successful Supervision Supervision StrategiesStrategies

Dr. Amy L. Cotner (Cotner-Klingler)

Based off dissertation: Student Affairs New Professionals Employee Orientation Programs’

Relationship with Organization Socialization (2014)

570-412-1821alcotner@gmail.com

What is Supervision?

• “a management function intended to promote the achievement of the institutional goals and to enhance the personal and professional capabilities and performance of staff” (Winston & Creamer, 1997, p. 42)

Strong Supervisor • one who can enable professionals to understand the vision, mission, and

goals of the division and organization and instruct them on the needs of their position. • offer constructive feedback. Through feedback professionals can develop

problem-solving strategies in their work and can develop greater confidence as they develop their skills. (Cilente, Henning, Skinner-Jackson, Kennedy, & Sloane, 2006)• “provide insight into the larger context of work” (Tull, 2009, p. 129).

Benefits of Effective Supervision

• Higher productivity of employee• Loyalty (Supervisor and institution)• Employee’s improved self-confidence (autonomy)• Retention of employee• Positive communication

Supervision Style Assessment

Effective Supervision Styles

• Winston and Cramer • Bolman and Dean • Situational Leadership

Winston and Creamer

Bolman and Dean Style Characteristics

Structural Role is formal; hieracharical with responsibilities; expectations are clear. There is a value for documentation, policy and protocol

Human Resources Catalyst and servant relationship; sensitive to

human needs; promotion based on high performance; delegation and training provided; feedback is valued

Political Organizational achievement viewed through

power, influence, management of others; formal/informal coalition built. Decisions made on power of individual group

Symbolic Strong use of storytelling, metaphors,

ceremony, and rituals to help supervisee understand organizational culture.

Bolman & Dean, 1997

Situational Leadership

Who are you supervising?

Case Studies

Reflection

• Name 2 benefits to effective supervision.

• Name a supervisory strength you have.

• Identify a characteristic of a supervisory style you wish to improve on, over the next year.

ReferencesBolman, L. G., & Deal, T. E. (1997). Reframing organizations: Artistry, choice, and leadership (2nd ed.). San Francisco, CA: Jossey-Bass.

Cilente, K., Henning, G., Skinner-Jackson, J., Kennedy, D., & Sloane, T. (2006). Report on the new professional needs study Washington, DC: American College Personnel Association. Retrieved from http://www.myacpa.org/research/newprofessionals.php

Hersey, P., Blanchard, K.H, & Johnson, D.E. (2012). Management of organizational behavior (10 th ed)). Upper Saddle River, NJ: Prentice Hall.Schneider, R. S. (1998). Supervisor as architect, catalyst, advocate and interpreter. In M. J. Amey & L. M. Ressor (Eds.), Beginning your journey (pp. 37-52). Washington, DC: National Association of Student Personnel Administrators.

Tull, A. (2009). Supervision and mentorship in the socializaton process. In A. Tull, J. B. Hirt, & S. A. Saunders (Eds.), Becoming socialized in student affairs administration: A guide for new professionals and their supervisors (pp. 129-151). Sterling, VA: Stylus.

Winston, R. B., Jr., & Creamer, D. G. (1997). Improving staffing practices in student affairs. San Francisco: Jossey-Bass.