Successful Supervision
Strategies
Dr. Amy L. Cotner
(Cotner-Klingler)
Based off dissertation:
Student Affairs New Professionals Employee Orientation Programs’
Relationship with Organization Socialization (2014)
570-412-1821
alcotner@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
Structural
Characteristics
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
• Name 2 benefits to effective
supervision.
Reflection
• Name a supervisory strength you
have.
• Identify a characteristic of a
supervisory style you wish to
improve on, over the next year.
References
Bolman, 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 (10th 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.