The big cheese.
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| Title: | The big cheese. |
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| Authors: | Ford, Belinda |
| Source: | Therapy Today. Apr2026, Vol. 37 Issue 3, p50-53. 4p. |
| Subjects: | Supervision of employees, Power (Social sciences), Student assistance programs, Corporate culture, Occupational roles, Responsibility, Leadership, Students, Shame, Counseling, Professional-student relations |
| Abstract: | The article focuses on the complex power dynamics inherent in clinical supervision within the UK relationship counselling charity Relate, based on research conducted by a former Relate supervisor. It highlights that supervisors hold evaluative authority and organizational influence, yet supervisees also exercise power through control over case information and engagement, creating a fluctuating and sometimes concealed hierarchy. The research emphasizes the importance of openly acknowledging and discussing these power dynamics to prevent ethical dilemmas, shame, and collusion, and to support authentic, collaborative supervisory relationships. It also notes supervisors’ reluctance to wield power due to professional values favoring egalitarianism, alongside the challenges posed by supervisees’ expectations and behaviors. The article concludes that transparent dialogue about power should be integrated into training and professional development to better manage supervisory relationships for the benefit of supervisees and clients. [Extracted from the article] |
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| Database: | Psychology and Behavioral Sciences Collection |
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| Abstract: | The article focuses on the complex power dynamics inherent in clinical supervision within the UK relationship counselling charity Relate, based on research conducted by a former Relate supervisor. It highlights that supervisors hold evaluative authority and organizational influence, yet supervisees also exercise power through control over case information and engagement, creating a fluctuating and sometimes concealed hierarchy. The research emphasizes the importance of openly acknowledging and discussing these power dynamics to prevent ethical dilemmas, shame, and collusion, and to support authentic, collaborative supervisory relationships. It also notes supervisors’ reluctance to wield power due to professional values favoring egalitarianism, alongside the challenges posed by supervisees’ expectations and behaviors. The article concludes that transparent dialogue about power should be integrated into training and professional development to better manage supervisory relationships for the benefit of supervisees and clients. [Extracted from the article] |
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| ISSN: | 17487846 |
