Dual roles of social work supervisors: strain and strengths as managers and clinical supervisors

Abstract

The simultaneous performance of administration, education, and support is challenging for social work supervisors with dual roles as manager and clinical supervisor. This qualitative study examines the strains and strengths that arose as a result of fulfilling the dual role. Using constructivist grounded theory, a total of 27 supervisors were interviewed, followed by theoretical interview and group validation interview to further confirm the emerging data. The findings suggest that social work supervisors experience role strains, in their attempt to provide a ‘safe’ supervisory relationship and ensuring accountability, and developing expertise with different domains of social work practise. In managing the dual role challenges, supervisors utilized different role management strategies, and in the process, they experienced role balance and role ease. In light of these findings, the paper suggests for supervisors to direct social work supervision with a focus on client well-being and supervisees' development, guided by professional values and ethics.