Discussion question responses and analysis

Supervision and leadership administration are interrelated but sometimes conflicting roles. How can a person best fuse the two roles effectively, without sacrificing professional integrity? To answer this question, it may be important to first consider why the two roles sometimes conflict and present role ambiguity problems for the social worker. To be in a position of authority necessitates teamwork, good communication skills, and emotional intelligence: all of which are also qualities that are required by a person in a supervisory position. Then why do the roles compete with one another in the first place? Shouldn't supervision and authority go hand-in-hand?

Share an insight gained from having read your colleague's posting:

Colleagues have pointed out important information and insight into the administrative roles in our career. For example, my colleague writes, "Human service administrators must have a balance between the role of motivating and encouraging worker productivity to prioritizing the needs of the organization." Motivating and encouraging productivity require a good sense of how to relate to the employee population, while at the same time focusing on the core goals of the agency or organization. After reading my colleague's post, it becomes apparent that human service administrators have an equal duty to their coworkers as to the client populations they serve.

Offer and support an opinion:

It is my opinion that human service administrators cultivate a transformative leadership vision. A transformative leadership vision is one that can motivate employees and empower them to take the initiatives they need to manage their own station and client base. As long as the overall mission of the organization guides all activities, the individual human service personnel should be able to approach their jobs with the unique gifts and talents they bring to the agency. Rather than become blind sighted by bureaucracy, a human service administrator should be open-minded, flexible, and willing to change. Open-mindedness and flexibility ensure that the organization can change and grow in response to changing needs in the community.

Validate an idea with your own experience:

My own experience has bolstered the idea that human service administrators need to develop a transformative leadership vision. I have seen leaders fail because they forget the need to empower employees. Instead, they rely on a title to impose their authority on others. Failed leaders pay too much attention to rigid rules and methods that do not necessarily work. It may seem easier to hide behind rule books than it is to actively seek input, motivate employees, and create a harmonious working environment. However, leaders will be far more successful in the long run if they practice a more visionary approach to their administrative role.

Make a suggestion:

I would suggest that administrators be exposed to leadership styles that support employee empowerment and organizational growth. This can be achieved via seminars and workshops, or even via individualized coaching. The human service agency will benefit from supporting administrators who are dedicated to mutual empowerment and fulfilling organizational goals rather than to preserving outmoded systems of administration that are inefficient and ineffective.