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Psychodynamic approach psychology
Understanding roles
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Our book’s authors open up chapter 12 by stating that this chapter is for those whose interests extend to the preparation of supervisors. The second section of this chapter discusses supervisor development, and it is where I will be getting my information for this report. According to chapter 12, at least two of the models I’ll be discussing have links between therapist and supervisor development that are drawn explicitly. As therapists and supervisors gain experience, both are assumed, to realize shifts in not only their self-efficacy, but also in their perceptions of their work, their self in relationship to the role, and their relationship to others associated with that role (Bernard & Goodyear, 2014). Chapter 12 discusses five primary …show more content…
According to the book, Heid, herself, did not propose a stage model which is why she is not included in the table along with the other theorists. Although some of Heid’s comparisons may be less important than others, she mentions ten themes that could be extracted from cross-model comparisons. They are: (1)sense of identity as a supervisor, (2)felt confidence as a supervisor, (3)degrees of felt autonomy and/or dependence on others, (4)use of power and authority with supervisees, including the methods and process of supervisee evaluations, (5)degrees of structure, flexibility, and variety of interventions, (6)focus on the needs of the supervisee and/or self, (7)degree of personal investment in supervisee and client success, (8)emphasis on and use of the supervisory relationship and the process of supervision, (9)degrees of awareness and appraisal of impact of self on the supervisory relationship and process, and the (10)degree of realistic appraisal of competencies and limitations, coupled with an awareness and containment of personal issues and biases and countertransference reactions (Bernard & Goodyear, 2014). The thought process behind Heid’s comparisons was to help supervisors structure their focus with their own supervisors and/or provide the basis for reflections by
Supervisor need communication skills, fairness, negotiation skills and resolution skills to mediate conflicts. Also supervisor should be an active listener, need to understand the problem, reason for conflict correctly. Then the mediator should be unbiased. Mediating supervisor should not be a part of the issue or problem. It will help to develop the trust between two parties or individual.
The developmental model, summarized in an article by Stoltenberg (2005), summarizes a supervision approach that uses developmental framework in clinical supervision. The author, Stolenberg (2005) and Ursula Delworth created a developmental model titled Integrated Developmental Model of supervision (IDM). IDM provided specific details about the changes in the supervisee throughout their time in clinical supervision. It also provided specific details on the types of supervision environments and supervisor intervention for each level of development (Stoltenberg, 2005).
It involves the use of self-reports and has been recommended by various researchers due to its ability to target individual development. However, it suffers from the lack of group support which is a key feature in group interventions and peer to peer interventions. Secondly, there is triadic supervision which utilises individual supervision methods. It is effective in mitigating the load of the supervisor but lacks only flourished where there is a good fit between supervisory peers. Thirdly, group supervision is one which occurs serially from the initial stage, transition stage, working stage and finally the ending stage.
As stated above, the LPI offered a unique opportunity to examine how I recognized myself as a supervisor and mentor. As a leader this survey glanced into how I saw myself; modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. Equally important, it gave my supervisors, peers, and subordinates the same opportunity to give feedback from their perspective. A phrase often heard is, “You are your toughest critic”. This LPI survey validated that statement by showing me the differences in the scores of the aforementioned categories. Results from my survey revealed I
It is key, when supervisors are employing a developmental approach of supervision, to identify the current stage the supervisee is in and to provide feedback and support appropriate to that particular developmental stage, whilst at the
Bedford, C., & Gehlert, K. M. (2013). Situational Supervision: Applying Situational Leadership to Clinical Supervision. The Clinical Supervisor, 32(1), 56-69.
...professional functioning and when they can have an impact on clients. If the supervisee asks or the supervisor feels that the supervisee needs counseling, than the supervisor should refer the supervisee to an appropriate counselor.
" Management in Education (Education Publishing Worldwide Ltd) 18(5), 11-16. Retrieved from EBSCOhost on August 10, 2011. Plotner, A., Trach, J.,(2010), Leadership development perspectives from community rehabilitation program directors, managers, and direct-service personnel, Journal of Rehabilitation, 76(3), 3-9, Retrieved from EBSCOhost on August 10, 2011. Schultz, D., Schultz, S., (2010). Psychology and Work Today (10th ed.).
This is addressed to my fellow lieutenants, primarily for the newly arrived Second and First Lieutenants. It is to intended to help orient you to the unit as well as provide you with insight on how to succeed as a junior officer. I hope above all things that it is useful to you. I have written what I consider to be practical advice in order to make you more effective as a team builder as well as layout what the ‘Red Lion Way’ is for you to adopt. In that sense, I hope this is timeless, useful for all incoming junior officers, and that will assist junior officers in acclimating and excelling.
Clinical supervison aptitudes commanded by the American Counseling Association, requires qualifications and licensed supervisory practice abilities, for proficient individual and group counseling to occur. The meaning of a clinical supervisor is the advancement of moral basic leadership, conduct, aptitudes, and cultivating formative abilities in the matter of how to secure the clients welfare. In addition, the clinical supervisor are to assess the supervisee, draw out the guidelines, qualities/shortcomings, zones needing advancement or upgrading, and how to enhance observing administered client services. Systems to Keep Up Physical and Emotional Wellness
An Analysis of the Types of Communication in House of Cards Beau Willimon’s House of Cards is a fairly new political drama that premiered on Netflix last year. The series features the fictional Democratic majority whip of the House of Representatives — Frank Underwood — in his attempt to climb the ladder on Capitol Hill. After being passed up for the promised appointment as the head of the State Department, the power-hungry main character sets his target on the President of the United States, Garrett Walker (Willimon). Following Underwood’s every move from Election night on through an array of interactions with other characters, House of Cards examines the various types of communication this revenge-seeking congressman uses to get even with the leader of the free world.
Supervision was defined by Bernard (2005) as the realization of our supervisees that they understand the therapeutic process and themselves a tad better than when they entered supervision, and our own realization that we have been players in the professional development of another.
...d willing to recognize and correct errors.”(Ronald M. Epstein & Edward M. Hundert, Downloaded from www.jama.com by guest on August 19, 2008) Maintaining high levels of competence for a lifetime requires self-motivation and self-direction, serious dedication to professionalism and a desire to uphold the standards of the counseling profession, a commitment to one’s personal code of ethics, and a true enjoyment of the quest for learning.
Part of the responsibility of the leader is to oversee the behavior of his team and perform the actions needed to correct the low contributions. For this reason, I consider that direct supervision is necessary to measure motivation and keep discipline. Since each person has his own drivers and the problems from private life affect his performance, human factors are a sensitive issue that can prevent a qualified individual from being productive. Consequently, the leader must distribute the effort and solve possible failures, which can result even in coaching or replacing members of the team. As the time goes by and the first difficulties have been overcome, the motivation of the team will grow, and even the less enthusiastic of the first period
Matthew R. Fairholm states, “Our leadership perspective defines what we mean when we say "leadership" and shapes how we view successful leadership in ourselves and others.” (Pg. )Therefore, change and modifications of desired behaviors must first stem from leadership, in order to achieve success. Follett does consider the challenges for “old-fashioned employers,” they have a difficult time transitioning and comprehending that training and employee is much different from providing orders. Therefore, these types of employers express their frustration with employees who are unable to complete tasks, when in actuality the employee is at a disadvantaged as they are not trained and new habits were not created and reinforced. Follett affirms that lack of training, is a deficiency in education. Therefore, it is crucial for leaders and employers to develop and plan ahead for modeled behaviors to gain the desired responses. Follett asserts psychology has a significant involvement because depending on the delivery of the order and how it is elicited can be the control of how responses are given