Leadership and Authority in Treatment Foster Care Management

Crisis Intervention and the Director's First Priority

Maurice Williams, the former director of Treatment Foster Care, points out that there are "hundreds of problems that need to be solved" each and every day ("Structural Framework: Authority and Supervision," 2013, p. 1). However, Maurice indicates that his first concern when he arrives for work is whether there were any disruptions overnight that need to be addressed immediately. In other words, a director of human services must address crises calmly, efficiently, and carefully. As the director of the human services program — in this case, foster care — Maurice demonstrates how a leader's role is to anticipate and identify problems as they arise, as well as to delegate responsibility appropriately.

Maurice notes, "it is my responsibility to get with the clinical director, to get with case carrying social worker to figure out what actually is the problem" ("Structural Framework: Authority and Supervision," 2013, p. 1). This requires following policy and procedure and involving the participation of the entire team rather than making unilateral decisions. Although this approach may appear to slow down the decision-making process, Maurice demonstrates that involving the entire team ensures the case is handled effectively by attending to all contextual variables, the case history, and the new information precipitating the crisis.

Distributing Authority and Supporting Frontline Workers

A director does not use authority to exercise power over others, but rather to distribute power among all human services workers in order to achieve goals and the best possible outcomes. Maurice's approach to problem-solving and crisis resolution reflects the research by Farh and Chen (2014), who found that "abusive supervision in team settings holds toxic consequences for the team and individual" (p. 1074). Maurice consistently keeps in mind the welfare of both the children in care and the social work staff, occasionally placing himself and other administrators in a strategic liaison position.

Well-functioning child welfare units like Maurice's demonstrate key variables including "good supervision," which depends on "management essentials such as people skills, organizational skills, and time management" (Hanna & Potter, 2012, p. 423). Although policy changes in the broader environment may alter managerial methods and tactics, organizational culture is ultimately shaped by persons in positions of relative power like Maurice. As Bogo and Dill (2008) find in their research on administrative responsibilities and authority, the "use of power was related to elements in their relationships with frontline workers and their own professional development" (p. 141). Maurice cultivates strong and open ties with frontline workers, never sacrificing their welfare or needs while keeping in mind the best interests of clients.

References

Bogo, M., & Dill, K. (2008). Walking the tightrope. Child Welfare, 87(6), 141–157.

Bunger, A. C., Collins-Camargo, C., McBeath, B., et al. (2014). Collaboration, competition, and co-opetition. Children and Youth Services Review, 38(2014), 113–122.

Farh, C. I. C., & Chen, Z. (2014). Beyond the individual victim. Journal of Applied Psychology, 99(6), 1074–1095.

Hanna, M. D., & Potter, C. C. (2012). The effective child welfare unit supervisor. Administration in Social Work, 36(2012), 409–425.

"Structural Framework: Authority and Supervision." (2013). Laureate Education, p. 1.