FOUNDATIONS OF SUPERVISORY LEADERSHIP Laura Dake Bluegrass Community and Technical College
Supervision Defined? act of watching a person or activity and making certain that everything is done correctly, safely, etc. (British English Dictionary) getting the job done through others. (Handout) a relationship between two fallible human beings with mutual dependence. (Gabarro & Kotter, Managing Your Boss, Harvard Business Review) a process in which the goals of the individual are met and meshed to ultimately meet the goals of the [organization]. (Ireland, unpublished manuscript, Staff Training Associates) to observe and direct the work of someone. (Oxford American Dictionary) a process with designated functions involving relationships to produce the best possible services. (Austin, Supervisory Management for the Human Services)
How about this Definition? Supervision is: Overseeing the work of others, and Acting as an intermediary between upper management and employees The word supervise first appears in the late 15 th century. It is from the medieval Latin word supervidere. super over + videre to see
Theories of Supervision THEORY 1 (Industrial Revolution through the 30 s): Assumes that workers are naturally lazy and averse to work. They work because they need money, because it provides some security or because it makes them feel safe. Advocates close monitoring of workers with an emphasis on doing more. Discipline is key to getting work done, but successful supervisors realize that workers need both positive and negative reinforcement. They often compliment workers when they perform an exceptional job so they can keep them motivated and productive.
THEORY 2 (1940s-1980s): Contends that some employees like working and may even enjoy it! Workers find satisfaction in a job well done and may have personal or professional goals that give them an internal motivation. (No external stick necessary.) Some workers may even want to be promoted into management! This is the dawning of the friendlier, more comfortable workplace. The idea is that happier workers are better workers. It is the responsibility of the supervisor to understand what makes his/her employees tick and to adjust tasks / activities accordingly.
THEORY 3 (1990s 2000s): Sometimes called the Japanese model of management. Important is its focus on employee loyalty. The idea is that a company provides a career to employees instead of just a job. Takes teamwork into consideration. Effective supervisors know that teams can accomplish more than the same employees working individually. Employees provide input into the supervision process ( shared responsibility ), and the company shows concern for all of an employee s needs rather than just some as in Theory 1 and 2.
THEORY 4?? (2010 s +) Focus on collaboration, but maybe less on teamwork. Recognition that some people are more creative working alone! As a supervisor, this is what you ll need to figure out about your direct reports. Role of social media may mean flatter organizations with less attention paid to hierarchy. Feedback from customers could come directly to employees. Feedback much more real-time. Could be delivered face-to-face, via email or social media. Less reliance on the annual performance review. OTHERS??
Leader vs. Manager/Supervisor Born Leader? Many people we d consider leaders now didn t show leadership traits in their younger years. That charisma some kids display on the playground doesn t necessarily transfer to adulthood. A common denominator among leaders is that they continually study the subject of leadership (through books and observation). They also keep trying resilient and persistent in the face of failure / challenges. Leadership is usually built on conditioning or training, practice and experience, not on some magical something you were born with.
What do you think? Great supervisors ARE leaders! Leadership involves skills that can be learned One must be willing to try, learn from mistakes, study leadership and become resilient in the face of challenges Manage assets and lead people
Qualities of Effective Supervisors 1 2 3 4 5 Trustworthy and Respectful of others Collaborative (with direct reports & across depts) Creative/Inventive (looks for new ways to do things) Skilled and Willing to Learn Looks Ahead; Big Picture
BCTC Values Building Respect Authenticity: We act with integrity and uphold our commitments. Inclusion: We empower students, faculty, and staff to create an inclusive culture through open access, shared experience, and mutual respect. Communicating Meaningful Interaction: We value considerate and productive communication, empowered listening, and diversity of thought and expression. Focus on Learning: We support lifelong learning through teaching and service that nurture emotional and intellectual growth to foster meaningful lives. Transforming Innovation: We embrace challenges using new, creative, and flexible ideas and actions that seek improvements and support educational excellence. Responsiveness: We assess needs, create partnerships, and take initiative to support the economic and cultural development of the communities we serve. Creating Community Positive Environment: We embrace joy and celebration in our learning and working environment. Collaboration: We cooperate toward common goals, striving to create positive results by being helpful, courteous, and kind.
Resources Leadership: Good to Great: Why Some Companies Make the Leap and Others Don t, New York, HarperBusiness, 2001. Isaacson, Walter. Steve Jobs, New York, Simon and Schuster, 2013. Maxwell, John. Leadership 101: What Every Leader Needs to Know, Nashville, Thomas Nelson, 2002. Always good articles on leadership from the Fast Company, Forbes, Harvard Business Review and Psychology Today. Supervision/Management: How to Supervise People: Techniques for Getting Results Through Others, Sixty-Minute Training Series, National Press Publications, 1998. The Successful Manager s Handbook, Personnel Decisions International Corporation, 7 th edition, 2004.
FOUR VALUES, FOUR ACTIVITIES Four Roles: Group Leader Scribe Timekeeper Presenter And not much time.