MSW program directors in the United States: a scoping survey of responsibilities, preparation, and support

Abstract

ABSTRACT A survey of Master of Social Work (MSW) program directors in the United States investigated their current role including their environment, tasks and preparation, and support. Most respondents were untenured when they assumed the role, only 20% were head of their unit, and few had received any training. Despite working an average of 50 hours a week, lack of time for scholarship and managing competing priorities were top stressors, while joys included their students and colleagues. Respondents identified their top training needs as conflict management, their role as middle managers, and finance-related topics. While the vast majority felt supported by their colleagues and their administration, a number of those with marginalized gender and racial identities experienced difficulties, both within and outside of their program, due to these identities. These data indicate a precarious state of the preparedness of MSW program leadership. Role stressors may place tenure-track program directors at risk of not attaining promotion as time for scholarship may be lost to administrative responsibilities, while non-tenured individuals may be ill-positioned to advocate for their program. Providing adequate training and support, especially for those with marginalized identities, is needed to ensure a solid MSW program director workforce.