Abstract
ABSTRACTSocial work practitioners are ingrained with values that shape their professional selves and the activities they perform. A critical piece of clinical social workers’ motivation involves relationships with clients. This firmly entrenched mindset can present barriers when practitioners become leaders in human service organizations. Transitioning from clinical practitioner to leader requires a paradigm shift. To help understand and overcome internal conflicts, the authors use the white bear syndrome accompanied with symptoms and strategies to help pinpoint potential struggles. Key questions are provided to help clinical practitioners successfully transition into leadership roles.
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