Stratified Leadership Components and Needs Within Public Rehabilitation

Abstract

Leadership is a critical strategic variable in program management, as it is a process through which people can be motivated to achieve superordinate goals (Foster, 2007). Across broad disciplines, leadership has been extensively researched and attended to by agency administrators with the recognition that it is inescapably connected to agency performance either directly through organizational productivity or indirectly through factors related to employees (Cogaltay, 2015; Karadag, 2015). Specifically within the field of rehabilitation, empirical studies of leadership and management practices have been scarce (

Validation of a Brief Form of the Supervisory Working Alliance Inventory

“…Our results are consistent with mounting research that the supervisory relationship is fundamental and closely linked to effective supervision behaviors (Ladany, Mori, & Mehr, 2013). From an educational perspective, demonstrating appropriate relational behaviors is inherently instructional, as it models how to better understand, engage, and develop a productive working alliance with a wide range of clients (Sabella, 2017).…”

“…Clinical supervision serves a critical role in the oversight and maturation of rehabilitation counselors within preprofessional training programs (Herbert & Trusty, 2006) and public rehabilitation agencies (Bezyak, Ososkie, Trice, & Yeager, 2010; Sabella, 2017). The clinical supervision process has been characterized as an evaluative and supportive relationship, which facilitates the development of the counselor’s skills and case management decisions (Herbert, 2017).…”

The Impact of Organizational Factors and Professional Identity on Turn Over Intent in State Vocational Rehabilitation Agencies

“…The supervisory working alliance (SWA) is regarded as the “heart and soul” of supervision and is an extension of Bordin’s model of the client-counselor working alliance applied to the supervisor-supervisee relationship (Watkins, 2014). Evidence of connections between the SWA and numerous supervisory and counselor variables (e.g., supervision satisfaction, counselor-client alliance, adherence to treatment protocols; Bernard & Goodyear, 2019; Sabella et al, 2021) have led researchers to term it the essential common factor in supervision (Watkins, 2014).…”

“…In terms of job intent, a supervisor’s supportive behaviors such as establishing a bond with the supervisee, collaboratively developing goals, helping the supervisee manage anxieties, addressing professional burnout, and contributing to counselor development, may act to instill professional agency and commitment (Sabella et al, 2022). Supportive clinical supervision may be critical in highly demanding work environments, such as state VR agencies, that experience persistently high caseloads, austere economic conditions, personnel retention issues, and continuously changing rules and environmental circumstances (McFarlane et al, 2011; Sabella et al, 2021). Past research indicates approaches to clinical supervision have been haphazard at best (Herbert & Trusty, 2006; McCarthy, 2013; Schultz et al, 2002) and do not meet the recommended threshold of one hour of clinical supervision per week (Association for Counselor Education and Supervision [ACES], 2011; Ellis et al, 2014).…”

Charismatic Leadership of School Heads, Supervisory Relationship and Reciprocity Beliefs: Path Model on Work Ethics of Public Elementary School Teachers

“…Therefore, from the standpoint of teaching, modeling acceptable relational behaviors are intrinsically instructive, as it serves as an example of how to comprehend better, engage with, and forge a healthy working relationship with a variety of clients (Sabella, 2017).…”