Why Study Supervision?
This book presents two compelling reasons to study supervision and supervisory leadership
Influential Position: Supervisors exert considerable influence on organizational settings. Supervisors have been schooled, developed, and trained for their responsibilities. They can function more effectively than if they learn through informal, sometimes haphazard means. It thus pays to learn about supervision because supervisors can influence how efficiently and effectively their organization functions.
Career Path: Many career paths lead to supervision. Supervisors are everywhere. Supervisors are teachers, doctors, accountants, lawyers, plumbers, and electricians. If you aspire to advance within your occupation, you may find that one career path leads to supervision. Preparing for supervisory responsibilities can prepare you for advancement. You may thus have a personal stake – your own future – in learning about what supervisors do and how they do it.
In addition, this book
Provides strategies for building solid relationships with team members.
Uses positivity as a foundational practice to lead and encourage other employees.
Provides guidelines on how to hold employees accountable and set high expectations.
Presents strategies to engage, coach, and develop employees by creating a positive
environment to influence attitudes and behaviors.
Offers various approaches for managing time and increasing productivity.
Author(s): William J. Rothwell, Behnam Bakhshandeh, Aileen G. Zaballero
Series: Successful Supervisory Leadership
Publisher: Routledge/Productivity Press
Year: 2023
Language: English
Pages: 252
City: New York
Cover
Half Title
Series Page
Title Page
Copyright Page
Dedication
Contents
Preface
Acknowledgments
Advance Organizer
About the Authors
Introduction
1. Introduction and Knowledge Base
Introduction
Supervision
Industry Definition and Description of Supervision and Supervisors
By the Word Origin
By the Law
By the Duties and Activities
By the Competencies
Who Are Supervisors?
First-Line Supervisors
Second-Line Supervisors
What Do Supervisors Do?
What Does It Mean to Lead as a Supervisor?
Bridge between Senior Managers and the Workforce
Differences between Supervisors and Nonexempt Workers
Management
Industry Definition and Description of Management and Managers
What Is Management?
Who Are Managers?
The Necessity of Management
Industry Description of Managers
Levels of Management
Top-Level Managers
Middle Managers
Supervisory Managers or First-Line Managers
What Does It Mean to Lead as a Manager?
The Four Key Functions of Management
Planning
Organizing
Leading
Controlling
Fundamental Knowledge and Skills for Managing Effectively
Leading and Team Leaders
Team Leaders
Designated and Emergent Leaders
Responsibilities
Supervisor’s Responsibilities to Others
General “Chain of Command”
An Organization’s Chain of Command
What’s Next
Key Takeaways
Discussion Questions
References
2. Fundamental Principles of Supervisory Leadership
Introduction
Keystone Principles
Linking Pin Principles
Motivation
Positive Motivation
Negative Motivation
Theories of Motivation
Maslow’s Hierarchy of Needs
Herzberg’s Theory of Motivation
Motivators
Hygiene Factors
McGregor’s Theory X, Theory Y, and Theory Z
Theory X
Theory Y
Theory Z
Victor Vroom’s Expectancy Theory
Expectancy
Instrumentality
Valance
McClelland’s Need for Achievement Theory
Positive Organizational Behavior
Follow-Up and Action Plan
What’s Next
Key Takeaways
Discussion Questions
References
3. Positive Influential Supervisory Leadership
Introduction
Some Definitions and Descriptions
Positive Leaders
Influential Leaders
What Is Positive Influential Leadership?
Fundamental Principles of Positive Influential Supervisory Leadership
Self-Reflecting Rating on Fundamental Principles of Positive Supervisory Leadership
Follow-Up and Action Plan
Solutions-Building Rather Than Problem-Solving
Role of the Positive Supervisor
Source of Positive Supervision
Positive Psychology
Solution-Focused Brief Therapy
Leadership Theories
Understanding Trait Theory
Applying Trait Theory
Understanding Behavior Theory
Autocratic Leaders
Supportive Leaders
Participative Leaders
Abdicative or Laissez-Faire Leaders
Applying Behavior Theory
Understanding Contingency Theory
Applying Contingency Theory
Understanding Path-Goal Theory
Applying Path-Goal Theory
Understanding the Vroom-Yetton Theory
Applying the Vroom-Yetton Theory
Leadership Styles That Cause Problems
Overcoming Problems in Leadership
Choosing Leadership Style
Types of Leaders Based on Use of Power
Coercive Power
Reward Power
Referent Power
Charismatic Power
Expert Power
What’s Next
Key Takeaways
Discussion Questions
References
4. Competency-Based Approach to Supervisory Leadership
Introduction
Competency
Definition of Competency
Competency-Based Approach
Competency-Based Training
Competency-Based Supervision
Supervisory Competencies
Work Outputs
Positive Influential Leadership Competencies
Follow-Up and Action Plan
What’s Next
Key Takeaways
Discussion Questions
References
5. Essential Activities, Skills, and Competencies of a Positive and Influential Supervisor
Introduction
Skills and Competencies
Skills
Competency
The Hierarchy of Skills
Typical Supervision Activities
Directing the Workforce
Follow-Up and Action Plan
Supervision Roles and Skills
Supervisor Roles
Supervisor Skills
Intrapersonal Skills
Interpersonal Skills
Communication Skills
Active Listening Skills
Follow-Up and Action Plan
Leadership Qualities and Competencies for Positive and Influential Supervisors
Follow-Up and Action Plan
Comparing Problem-Based Questions to Solution-Focused Questions
Problem-Based Questioning
Solution-Focused Questioning
Emotional Intelligence in Positive Leadership
Self-Awareness
Self-Regulation
Compassion
Empathy
Motivation
Interpersonal Skills
Intrapersonal Skills
Follow-Up and Action Plan
List of Additional Valuable Skills for Developing Positive and Influential Supervisory Leadership
What’s Next
Key Takeaways
Discussion Questions
References
6. Developing Positive and Influential Supervisor Leaders
Introduction
Strategies for Developing Positive and Influential Relationships
Directions of Managing the Positive and Influential Relationships
How to Transfer Oneself to a Role of a Positive and Influential Supervisor?
Mindset
Attitude
Behavior
Performance
The Evolving Role of Supervisors as Managers
What Are the Steps for Implementing a Positive Supervision?
Follow-Up and Action Plan
Ten Key Steps for Effectively Implementing a Positive Supervision Process
Self-Reflection Rating on Positive Supervision Process
Follow-Up and Action Plan
What’s Next
Key Takeaways
Discussion Questions
References
7. Evaluating and Managing Positive and Influential Supervisors
Introduction
Performance Management
R&A’s Performance Management Model: CADERCi ©
Evaluating Expectations of Direct Reports
Providing Feedback to Direct Reports
Evaluating Supervisor’s Performance
Supervisor’s Competencies
Follow-Up and Action Plan
What’s Next
Key Takeaways
Discussion Questions
References
8. Positive and Influential Supervisory Leadership Framework: Overview of Book Series
Introduction
Successful Supervisor Leadership Framework
The Inclusive, Empathetic, and Relational Supervisor
Managing Diversity, Equity, and Belonging
Managing Interpersonal and Intrapersonal Skills
Managing with and through People
The Organized and Engaged Supervisor
Managing Time and Resources
Managing Employee Experience
The Agile, Innovative, and Resilient Supervisor
Working with People as the World Changes
Promoting Creativity and Resourcefulness
Managing People during Crisis
The Ethical and Values-Based Supervisor
Upholding Moral Conduct and Integrity
Aligning Values-Based Behavior
Customize Your Type of Supervisor
Follow-Up and Action Plan
Key Takeaways
Discussion Questions
References
Appendix A: Supportive Resources
Index
