References - Indigenous Leadership
A WEEK IN THE LIFE OF A SOCIAL WORK LEADER IN A HUMAN SERVICE ORGANIZATIONCase Study AssignmentBy:Kathleen WestergaardApril 11th, 2017For:Maximizing Staff Performance Through Supervision SOWK 679 S01 - (Winter 2017)Jane Matheson, PhD RSWUniversity of CalgaryMSW – Leadership ProgramIntroductionI am the manager of the Family Shelter and Breakfast program for Tikkun, an organization which provides a wide variety of services to a large urban community. I am supported directly by my immediate supervisor (the Director of Child and Family Services), other managers in my department, directors and program managers from other departments as well as Tikkuns executive director and board of directors. Our agency also enjoys on-going assistance with the achievement of our goals from numerous levels of government, a broad range of government and non-government funding agencies, hundreds of staff, volunteers and community members. This Monday morning, I am facing several crises all of which offer me opportunities to either step in, take charge and provide leadership which supports inspiration CITATION Kou03 \l 1033 (Kouzes, 2003), vision and oversight or allow myself to be overwhelmed and forced to respond out of panic, fear or habit. My leadership approach is based on indigenous, anti-oppressive CITATION Bai11 \l 1033 (Baines, 2011), non-hierarchical CITATION Bat10 \l 1033 (Batliwala, 2010), strengths based CITATION Stu12 \l 1033 (Stuart, 2012), solution focused CITATION Zal15 \l 1033 (Zalter-Minden, 2015) models but this does not mean that I do not take charge. Instead, I like to work from a place of action and vision founded on an organic, systemic perspective CITATION Whe051 \l 1033 (Wheatley, 2005) rooted in an indigenous world view. I agree with Brown (2014, p.2) in that I think that “we must dare to show up and let ourselves be seen.” I also appreciate Wheatley’s (2005, p.27) insight that: The whole globe is shook up, so what are you going to do when things are falling apart? You’re either going to become more fundamentalist and try to hold things together, or you’re going to forsake the old ambitions and goals and live life as an experiment, making it up as you go along. Further, I believe that we are all spiritual beings who have chosen to take on human experiences to further our growth and potential. Therefore, I see challenges as learning opportunities and I agree that “we need to work with these insistent creative forces or they will be provoked to work against us.” Wheatley (2005, p.44)MondayThis morning, I need to deal with two crises. First, an angry parent is calling about the possibility that a child may have been harmed at one of our facilities. This is the most important and pressing of my challenges. While these types of occurrences may be relatively common within our field of work, this does not mean that we should not investigate and respond immediately. Additionally, a lack of communication and information from the involved worksite is especially problematic and will need to be a focus for immediate and future leadership interventions. Handling this matter poorly could be extremely damaging to the functioning and reputation of our organization, our staff, our supporters and our community. Second, our communications team lead is waiting for me and asking that I deliver an impromptu public message over public radio on behalf of our organization on a very contentious and potentially negative topic, the lack of financial support from government funders for feeding homeless children. This situation points to a pressing need for greatly improved communication, inclusion, support and strategic planning around the way that we present ourselves publicly. Poor handling of these circumstances could severely damage our capacity to toil collaboratively with our funders so that we can afford to continue working towards our organizations missions. Both situations could benefit from some consideration through a constructionist lens which asks that we explore and reflect on the way that supervisors, supervisees, our agency, clients, users, supporters and the public interact in order to ensure that our actions are more explicit and conscious, CITATION Dav10 \l 4105 (Davys, 2010).I also have a meeting scheduled from noon till five today regarding a project which may be significant to ensuring sustainable funding for the family shelter. This is important but not nearly as pressing as the first two situations. Tikkun is a large organization with many capable staff and we take a team approach to building, sustaining and managing our organization. Our attention to relationship development, promotion of trust CITATION Kai92 \l 4105 (Kaiser, 1992) and non-hierarchical approaches CITATION Bat10 \l 4105 (Batliwala, 2010) have ensured that we are all comfortable with working as a team. Other leaders, directors and staff will be attending this meeting and my supervisor and the executive director will be planning strategically to make the best use of this potential funding. Therefore, I do not feel that my attendance is essential given my other priorities.What issues are brewing here?A Child May Have Been HarmedA child may have been harmed in one of our facilities. No one is answering the phone at the involved facility.No details regarding the situation have been provided to me as the responsible manager.The children and staff at our facilities and the reputation of our organization may be at risk.We need to develop plans and policies around media engagement. Communications is asking that I speak with the media without providing preparation and/or support from the board of directors, executive director, the directors of child & family services, the director of fundraising and advocacy, director of internal services as well as any other staff and managers who may need to be munications seems to be allowing the media to set the agenda for this conversation instead of working with organizational management to determine direction and approach.Existing funders do not seem to have not been consulted or included in planning for this media event.Following through as the communication team lead is asking could cause serious harm to Tikkun’s relationships with funders and the community.There does not seem to be an agency driven plan to use these types of opportunities to our greatest benefit.My direct supervisor and the executive director of Tikkun may not be involved or aware of the Communication Lead’s plan.I am scheduled to attend a future planning meeting this afternoon.Other team members can brief and support me so that I can deal with higher priorities today as required.Rate these in a scale of most important/worrying – least important/worrying.1 )Since the potential harm and/or risk to a child in our care speaks to the “Why” CITATION Sin17 \l 4105 (Sinek, 2017) of our organization and our capacity to keep children safe is primary to our existence, this issue is most important. If we become known for not being able to keep children safe, we will lose the trust of the public, governments, families and our community. Without this trust, we could be forced to close this program and potentially our entire organization.2)The media event speaks to the “Why”, “How” and “What” CITATION Sin17 \l 4105 (Sinek, 2017) of our organization. Tikkun’s public image and relationships with funders, especially government bodies, are essential to the viability of our organization. Therefore, protecting the way that we are presented in the public eye and the way that we work with our financial supporters is the second most important issue to deal with.3)Attendance at the future planning meeting can be delegated or shared with other supervisors/managers/directors and/or the executive director and/or board members, therefore this meeting is the lowest priority.Discuss the decisions made and if, looking back to the beginning of the day, you would have done anything differently. The responses described in the case study would have put children, families and all who are involved with and care about Tikkun as an agency, at risk. Therefore, I would have taken a completely different approach.Describe what you would do differently and outline some reasons why – with references, if need be. Describe how you think the day would unfold in comparison.I would have acted to immediately inform my supervisor, (the Director of Child & Family Services) about first, the incident involving the child, and my current inability to confirm that everyone is safe, including my lack of contact with the involved work site. If I was unable to reach my supervisor immediately, I would have tried to contact a different director and/or the executive director. By both calling and emailing my supervision team while noting that the matter was urgent, I would ensure that my superiors were fully informed of the situation so that they could respond and provide support as needed. In this way, I will be ensuring appropriate communication, complying with ethical and legal expectations, collaborating with my team, supporting trust through openness and accountability CITATION Kai92 \l 4105 (Kaiser, 1992) while taking appropriate responsibility and action.If I was unable to reach anyone immediately, I would have spoken with the other two managers on my team about the situation and my need to both inform our directors and executive director and go immediately to the work site involved. I would ask that either they or their staff take responsibility for ensuring that everyone knows what is going on so that I would be free to act to assess the situation at the worksite. Through these actions, I would have been delegating appropriately while collaborating/sharing responsibility and ensuring that everyone is communicating.I would then make plans to go, immediately, to the involved worksite. This would include bringing appropriate support along, including the RCMP if necessary, to ensure safety. I would have made certain that I had a fully charged cell phone (even if I had to borrow one) and that all directors had the number so that they could reach me immediately. I would also have asked a support person to drive so that I would be able to talk on the phone while on route. Through these actions, I would have been making myself available to support and communicate with my supervisees while ensuring that they and the clients we work with were safe.On the way out the door, I would chat very briefly with the communications team lead regarding the need to include the director of child & family services, the executive director and potentially both the board and our existing funders in planning our approach to engaging with the media. I would also have pointed out that I would not be able to participate in the media event in the absence of this sort of plan so the interview in the afternoon would be unlikely to go ahead. I would have advised them that I had an urgent matter to deal with and that I could not confirm that I would be free by the afternoon, so they should work closely with the executive director and other directors to develop a plan B. I would also suggest planning for a more positive approach to engagement with media by highlighting the benefits, volunteers, children and families associated with our struggling breakfast program and other agency initiatives. I would encourage a feel good rather than a negative approach while inviting politicians and leaders involved with our current and potential funding sources CITATION Zal15 \l 4105 (Zalter-Minden, 2015). Through these steps, I would have demonstrated creativity, collaboration, ethical practice, solution focused and non-hierarchical approaches, plus passionate leadership as described by Encke (2007). If time and circumstances allowed, I would also have delegated someone else to attend the future planning meeting on my behalf. Otherwise, I would have to follow-up and arrange for a briefing at a later date. I might also send a text to the meeting organizer with my regrets if there is time while travelling to the worksite of concern. Through these steps, I would have demonstrated team work including trust building, future planning, the ability to delegate, inclusiveness and a non-hierarchical approach.These changes would allow me to focus on my highest priority, the safety of children and staff while supporting the continued positive reputation of our organization while and planning to address longer term funding needs of the Family Shelter.As soon as possible after these events, I would schedule some time to discuss Mondays events, related outcomes and next steps with my direct supervisor. During this meeting, I will also raise the issues related to our lack of a dedicated manager for our struggling Breakfast Program. Due to a staffing vacancy, in addition to my usual role, I have taken on oversight for the breakfast program and I am seeing that things are not going well. Funding is drying up while staff and volunteers are feeling demoralized. I will demonstrate vulnerability CITATION Bro14 \l 4105 (Brown, 2014) by sharing that I do not feel that I can adequately address the leadership needs of both the Family Shelter and the Breakfast Program on my own. I will then seek to demonstrate initiative and seek to engage in inspirational collaboration CITATION Kou03 \l 1033 (Kouzes, 2003) by sharing my ideas around using media interactions to highlight the benefits of the program. I would advocate for the use of these opportunities to express appreciation to our dedicated volunteers, funders and staff CITATION Zal15 \l 4105 (Zalter-Minden, 2015) and explore possibilities for addition support for the program. I will also discuss the idea of looking options amongst staff, volunteers and others for a person to take over leadership of the Breakfast Program.TuesdayI dealt with the immediate concerns from Monday, on that day, in a manner which allowed me to personally support and interact with involved staff, so these immediate issues will not be demanding my attention on Tuesday. Instead, I will use a planned staff meeting to communicate as fully as possible with the team around the incident and outcomes. I will take this opportunity to support all staff with debriefing and supporting each other while refocusing on our commitment to the “Why” CITATION Sin17 \l 4105 (Sinek, 2017) of our work. Then, I would work with the team to discuss potential improvements to our approach and our support for each other that may be useful in minimizing or preventing similar events in the future CITATION Kou03 \l 4105 (Kouzes, 2003). I will commit to taking these ideas back to my direct supervisor for comment and consideration and to reporting back to the group on any response and/or feedback. A concern arises at the staff meeting that I am never available. In response, I plan with the group to remedy this problem. First, I explain that I want to be there for them as much as possible and recognize that I am not always able to meet my own goals in this regard and that I do not feel good about this reality and want to do better CITATION Bro14 \l 4105 (Brown, 2014). Then, I lead a group conversation around ways that I can make myself more available and provide more support to the staff CITATION Kou03 \l 4105 (Kouzes, 2003). I make a commitment to bringing this up with my direct supervisor and to ask for her input as well. Staff also raise the issue of our struggles around the Breakfast Program. In response, I thank them for their feedback, validate the importance of their concerns CITATION Kou03 \l 4105 (Kouzes, 2003) and relate these comments back to the Why CITATION Sin17 \l 4105 (Sinek, 2017), ethics and goals of our organization. Then, I explain that I will be starting the work of building a team/consultation/focus group to support our agency with addressing these struggles starting this week. I would also encourage those with interests/concerns in this regard to step up and ask to be part of this group since their personal knowledge, caring and commitment to this program are essential to finding the best ways to secure continuity CITATION Enc07 \l 4105 (Encke, 2007) CITATION Kai92 \l 4105 (Kaiser, 1992). Then, I would personally invite those who have had the most to say, especially the most critical folks, to be part of our efforts to change things for the better CITATION Roc13 \l 4105 (Roche, 2013). Following the meeting, I send an email to my supervisor outlining the highlights and providing updates around interest and ideas for helping the Breakfast Program. Through these steps, I demonstrate valuing, validating, and openness towards staff in support of trust/relationship building CITATION Kai92 \l 4105 (Kaiser, 1992), shared workload, a team approach and a commitment to curiosity and comfort with moving forward in the absence of certainty CITATION Whe051 \l 4105 (Wheatley, 2005). During a subsequent, private supervision meeting later that day with a new staff member who is clearly very nervous and fearful of me, I will begin working to build a trusting relationship with her. I will initiate this work by talking a little about myself and asking a bit about her and why she wanted to work at Tikkun. Through these discussions, I will seek to identify some expertise and skills that she may be able to share with Tikkun and any potential shared interests that may build bridges in our relationship CITATION Kai92 \l 4105 (Kaiser, 1992). I will also talk about some of my personal experiences around being new and new to supervision (good and bad), and I will ask directly about her past experiences with supervision and about what might work best for her, CITATION Dav10 \l 4105 (Davys, 2010).My next meeting is with a long-time supervisee. I could confide in him about my challenges and count on him to commiserate with me. He may also have some supportive ideas such as confronting the people involved, but engaging in these types of conversations with him will not be in anyone’s best interests. Using this staff person’s supervision time in this way will rob him of the attention and feedback that he needs. Sharing my mental and emotional struggles should be part of my own supervision process with the Director of Child and Family Services, CITATION Dav10 \l 4105 (Davys, 2010). Engaging in these types of conversations with supervisees is likely unethical since I have a measure of power/control over him and, therefore, he may not feel free to speak honestly. Engaging in critical discussions about other supervisees with him could promote hostility, damage relationships and undermine trust between team members. Finally, confrontation is not a big part of my management style since my focus is more on creating the openness and trust which will encourage people to feel safe in sharing even when they have made mistakes CITATION Tav07 \l 4105 (Tavris, 2007) CITATION Kai92 \l 4105 (Kaiser, 1992). That same day, I realize that I have been invited a wine and cheese reception with a collection of potential funders and supporters by a member of the board of directors but I am not dressed appropriately. Therefore, I briefly/informally discuss the situation with my direct supervisor and/or the executive director if my direct supervisor is unavailable. I suggest that I might talk this over with the board member and/or my direct supervisor, the executive director or someone else might go in my place. I could also talk this over with others on my supervisory team in case one of them might be prepared to go in my place or help out with a different outfit to support me in going. The final decision on how to proceed will come out of these discussions and be influenced by who is available to support me in developing a plan. If no one has any better ideas, I would attend and apologize for my inappropriate attire.WednesdaySince I dealt with Monday’s situation on Monday and made the incident a major focus of the staff meeting on Tuesday, I most likely am not needing to speak directly with the involved staff person while she is on time off this Wednesday. However, there may still be a need do so but this will be largely mitigated by our policies around openness, trust and communication. This staff person would have been supported and encouraged to be honest about events and report them immediately to their supervisor, co-workers and myself as soon as they occurred. Our organizations values around sharing to find ways to improve, rather than hiding or altering information in order to deflect or avoid blame have most likely ensured that we have the whole story from all involved already CITATION Kou03 \l 4105 (Kouzes, 2003) CITATION Tav07 \l 4105 (Tavris, 2007). Now, we, as a team and an organization are actively engaged in processes to deal with the outcomes of this incident while seeking to prevent any future similar occurrences CITATION Kou03 \l 4105 (Kouzes, 2003). Policies and modeling of an open approach CITATION Kou03 \l 4105 (Kouzes, 2003) encourage staff to enter a brief write-up in the agency communications book and debrief with a supervisor as soon as possible after an incident. We also have an understanding that we may need to contact staff around these experiences for clarification and to offer further support on their days off, so I would have her number available and feel comfortable giving her a call.To save time, encourage team building, trust, collaboration and mutual support, I will hold a group supervision session with three staff from the shelter who have supervision meetings booked for this afternoon. My style is collaborative, non-hierarchical CITATION Bat10 \l 1033 (Batliwala, 2010), empathetic CITATION Kai92 \l 1033 (Kaiser, 1992), empowering CITATION Kou03 \l 1033 (Kouzes, 2003) and solution focused CITATION Zal15 \l 1033 (Zalter-Minden, 2015). I will also be seeking to inspire these staff through supporting them in reconnecting to their personal motivations for doing this work CITATION Roc13 \l 4105 (Roche, 2013). It is the story of how we feel when we see people helping each other, when we feel creative, when we know we’re making a difference, when life feels purposeful, (Wheatley, 2005, p.15).I encouraged staff inclusion, involvement and sharing of feelings, information, ideas and opinions on Tuesday, the day after Monday’s incident CITATION Kai92 \l 4105 (Kaiser, 1992). This smaller meeting will be an opportunity to provide additional follow-up and further assessment of for these three individuals. We will go over commitments and thoughts from previous supervision meetings and engage in discussions regarding current struggles. I expect that these three staff will be able to provide ideas and encouragement to each other which will increase group cohesion, confidence and autonomy. We may firm up some plans to implement innovations as a result of learning from Mondays incident. These three have come up with some excellent ideas around improvements to training and mutual support and I am setting up a meeting between our team and the larger management group to present these findings. Through this process, I hope to encourage recognition of staff involvement with development of these innovations while promoting awareness that our team is supported by the reater Tikkun community.After this meeting, I am very happy that I have been approached by two volunteers who are concerned about the Breakfast Program. With the support of my supervisor and the greater organization, I have been gathering resources and ideas towards building a collaborative team to take on the funding and leadership struggles of this initiative all week. I have already encouraged staff to become involved and suggested a planned, feel good, inclusive approach which combines media, funders, political proponents and the entire agency. I view the comments from these volunteers as expressions of the “Why” CITATION Sin17 \l 4105 (Sinek, 2017) underlying their commitments to this program and our organization. In response, I will seek to further encourage and inspire them to share their ideas and insights CITATION Roc13 \l 4105 (Roche, 2013). I will reassure them that I respect them, their commitments, their contributions and their opinions CITATION Bat10 \l 4105 (Batliwala, 2010) and I will engage them in a conversation about the resources that I have come up with so far. Then I will ask them if they want to be part of the Breakfast Program committee/team, encourage them to get involved, ask about their ideas/availability and if there are others whom we should include CITATION Kou03 \l 4105 (Kouzes, 2003). Then I will commit to connecting them with the others that I have already identified as having an interest. ThursdayIf I had gone public with criticism of government funding to feed homeless children on Monday, I may have been dealing with controversy around related media reports, unhappy funders and the potential loss of program support today. However, since I did not go ahead with the interview as suggested by the communications team lead, no articles based on my comments have been written. Instead, at my suggestion, my direct supervisor and I met with the executive director to discuss creating better policies and communication strategies for the entire organization. We then scheduled a follow-up meeting with the communication staff to discuss our needs and concerns. During the meeting with communications, we created a protocol around engaging with the media in a manner which adheres to our organizations expectations around planning, communications, ethics and inclusion. As a result, we have agreed to pursue my idea to plan a series of media events which will highlight/showcase the many charms and benefits associated with the Breakfast Program while encouraging media attention. Our appreciation for the contributions of our current funders and the many benefits that have resulted from their personal and financial commitments will be highlighted throughout this process CITATION Zal15 \l 1033 (Zalter-Minden, 2015). Also, I will be personally taking on the task of finding the best ways to include political and funding bodies and representatives within this new initiative. The former Breakfast Program manager relied heavily on statistics to support the importance and efficacy of this initiative I have convened a team to plan and encourage the revitalization and redevelopment of this program and I will be working with them to build new approaches CITATION Kou03 \l 4105 (Kouzes, 2003). Through my work to build relationships and trust with this group and between the members CITATION Kai92 \l 4105 (Kaiser, 1992), I have identified a promising, potential new manager for the program. Following consultations in this regard with my supervisor and the executive director, I have delegated some authority around the management of this team to this new person. I have put them in charge of setting up meetings, communications between team members and reporting back to me, my supervisor and the executive director. We have begun making plans for several media invited events which will improve and increase the Breakfast Programs profile. We have created high quality pictures, videos and other types of graphics to share via social and conventional media and for use in conjunction with invitations and press releases. The group has ensured that appropriate consents around the public use of pictures, ideas and other media tools have been secured so that we can use these materials as needed. This group is also involved with development of the new organization wide policy on engagement with conventional and social media. Therefore, the statistics are no longer required because our pictures are worth a thousand words.That afternoon, I reach out to a supervision colleague, whom I respect, for support and guidance and I am shocked when he tells me that he has held a long-standing resentment towards me over the way that I spoke with him several months ago. I burst into tears. After I have pulled myself together, I thank him for his honesty, apologize for my lack of sensitivity and explain that I would like to get to know him better so that I can be a better support and team member to him in the future CITATION Bro14 \l 4105 (Brown, 2014). I also explain that I have a lot of respect for his opinions and have come to him hoping for advice CITATION Roc13 \l 4105 (Roche, 2013). Then, I ask him if he has a bit of time to listen and provide me with some support and he agrees. Then, I explain to him that I have had a difficult and sometimes, emotionally wrenching week. I share with him a bit regarding the incident on Monday and the way that I have been impacted emotionally while also apologizing for my emotional melt down. Then, I begin asking a few questions about his personal life and priorities and share a bit about myself, including my failings and vulnerabilities, CITATION Bro14 \l 4105 (Brown, 2014). I offer to buy him lunch next week sometime so that we can talk more and he accepts. I leave his office feeling better and more supported. I feel like I have developed some new insight into who he is a person and a leader and that we have developed greater trust in each other as colleagues CITATION Kai92 \l 4105 (Kaiser, 1992). I have also used narrative to engage and build trust within a relationship.FridayConcerns around the way that Tikkun has been portrayed through social media came up at the large management meeting today. Staff have been posting inappropriate information and the leadership team is looking for a way to address this issue. Public perception of our organization is largely determined by media interaction and therefore all forms of media involvement regarding Tikkun matter. Hence, my insistence earlier in the week that engagement with media be planned, shared and supported by all levels of management. Social media can be especially challenging to deal with since this form of public presentation can be created by single individuals and spread quickly without our awareness or input. These struggles with social media emphasize the need for a very inclusive approach to the management, functioning and organization of Tikkun CITATION Bra95 \l 4105 (Brashears, 1995) CITATION Whe051 \l 4105 (Wheatley, 2005). We need to hear from everyone on a continuous basis so that we can both tap into their ideas and inspiration and support them with sharing and feeling heard regarding their concerns CITATION Tav07 \l 4105 (Tavris, 2007). Otherwise, we could will find ourselves frequently faced by situations like this through which our staff are venting publicly and supporting each other in encouraging negative perceptions of our organization while denying us access to the essential feedback that Tikkun needs to grow and improve CITATION Whe051 \l 4105 (Wheatley, 2005). Policies banning Facebook pages are not nearly as effective as systemic measures to encourage trust, openness and communication CITATION Whe051 \l 1033 (Wheatley, 2005) CITATION Kou03 \l 4105 (Kouzes, 2003). We also need to increase our focus on including ideas, inspiration and concerns from staff, CITATION Kou03 \l 4105 (Kouzes, 2003) CITATION Tav07 \l 4105 (Tavris, 2007). Trying to deal with this problem using solely command and control types of approaches will likely only make the problem worse CITATION Whe051 \l 4105 (Wheatley, 2005). Leading based on basic social work principles by including all staff in the development, implementation and support for organization wide values is essential. Work based on truth, trust, honesty, valuing of contributions and support for needs is the best way to ensure a happy, healthy work place and ensure that this same image is presented to the community, CITATION Bra95 \l 4105 (Brashears, 1995).ConclusionThis would have been a very rough week for me as a leader, my co-leaders, staff and Tikkun as an agency if I had followed the direction pointed to by the case study. To me, the remedy to these many issues and potential problems was to take an approach based on a completely different value system than the one presented. To initiate this dramatic change, I needed to show up and step boldly and unflinchingly into the leadership role CITATION Bro14 \l 4105 (Brown, 2014). As a result, I feel that I have contributed to a direction and plan which will allow me to provide collaborative, solution focused, inspirational support to my supervisees, supervisors and Tikkun as an organization. My sense of this week from the shoes of this supervisor is one of hope and satisfaction. I have been able to integrated work towards improving programming and support for staff and volunteers through collaborative, inclusive and inspirational approaches by providing essential leadership and direction.References BIBLIOGRAPHY Baines, D. (2011). Doing Anti-oppressive Practice: Social Justice Social Work. (D. Baines, Ed.) Winnipeg, Manitoba, Canada: Fernwood Publishing. Retrieved April 11, 2017, from , S. (2010, May). Feminist Leadership for Social Transformation: Clearing the Conceptual Cloud. Retrieved April 11, 2017, from CREA, Creating Resources for Empowerment in Action: , F. (1995). Supervision as Social Work Practice: A Reconceptualization. Social Work, 40(5), 692-699. Retrieved from . Social Work 40(5), 692-699.Brown, B. (2014). Daring Greatly, How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent and Lead. New York; New York: Penguin Publishing Group.Davys, A. &. (2010). Best Practice in Professional Supervision: A Guide for the Helping Professions. London, GB: Jessica Kingsley Publishers.Encke, J. (2007). Breaking the Box: Supervision – A Challenge to Free Ourselves Jochen Encke. In J. Kingsley, Passionate Supervision (pp. 16-32). Great Britain: Jessica Kinglsey Publishers.Kaiser, T. L. (1992). The Supervision Relationship: An Identification of the Primary Elements in the Relationship and and Applicaiton of Two Theories of Ethical Relationships. Journal of Marital and Family Therapy, 18(3), 283-296.Kouzes, J. &. (2003). The Five Practices of Exemplary Leadership Article. Retrieved from , M. &. (2013). Leadersh life aspirations and job burnout: A self-determination theory approach. Leadership and Organization Development Journal.Sinek, S. (2017, April 8). How Great Leaders Inspire Action. Retrieved from TED Ideas Worth Spreading: , G. (2012, May 30). What is the Strengths Perspective? Retrieved April 11, 2017, from Sustaining Community: , C. &. (2007). MIstakes Were Made (But Not By Me). New York: New York: Houghton Mifflin Harcourt.Wheatley, M. j. (2005). Finding Our Way, Leadership for an Uncertain Time. San Francisco: Berrett-Koehler Publishers, Inc.Zalter-Minden, B. &. (2015, April 28). Collaboration in Action: A Solution Focused Leadership Approach. Retrieved April 11, 2017, from hrma.ca: ................
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