1. Successful Supervision Strategies Dr. Amy L. Cotner (Cotner-Klingler) Based off dissertation: Student Affairs New Professionals Employee Orientation Programs’ Relationship with Organization Socialization (2014) 570-412-1821 alcotner@gmail.com

2. What is Supervision? “a management function intended to promote the achievement of the institutional goals and to enhance the personal and professional capabilities and performance of staff” (Winston & Creamer, 1997, p. 42) Strong Supervisor one who can enable professionals to understand the vision, mission, and goals of the division and organization and instruct them on the needs of their position. offer constructive feedback. Through feedback professionals can develop problem-solving strategies in their work and can develop greater confidence as they develop their skills. (Cilente, Henning, Skinner-Jackson, Kennedy, & Sloane, 2006) “provide insight into the larger context of work” (Tull, 2009, p. 129).

3. Benefits of Effective Supervision Higher productivity of employee Loyalty (Supervisor and institution) Employee’s improved self-confidence (autonomy) Retention of employee Positive communication

4. Supervision Style Assessment

5. Effective Supervision Styles Winston and Cramer Bolman and Dean Situational Leadership

6. Winston and Creamer

7. Bolman and Dean

8. Situational Leadership

9. Who are you supervising?

10. Case Studies

11. Reflection Name 2 benefits to effective supervision. Name a supervisory strength you have. Identify a characteristic of a supervisory style you wish to improve on, over the next year.

12. References Bolman, L. G., & Deal, T. E. (1997). Reframing organizations: Artistry, choice, and leadership (2nd ed.). San Francisco, CA: Jossey-Bass. Cilente, K., Henning, G., Skinner-Jackson, J., Kennedy, D., & Sloane, T. (2006). Report on the new professional needs study Washington, DC: American College Personnel Association. Retrieved from http://www.myacpa.org/research/newprofessionals.php Hersey, P., Blanchard, K.H, & Johnson, D.E. (2012). Management of organizational behavior (10 th ed)). Upper Saddle River, NJ: Prentice Hall. Schneider, R. S. (1998). Supervisor as architect, catalyst, advocate and interpreter. In M. J. Amey & L. M. Ressor (Eds.), Beginning your journey (pp. 37-52). Washington, DC: National Association of Student Personnel Administrators. Tull, A. (2009). Supervision and mentorship in the socializaton process. In A. Tull, J. B. Hirt, & S. A. Saunders (Eds.), Becoming socialized in student affairs administration: A guide for new professionals and their supervisors (pp. 129-151). Sterling, VA: Stylus. Winston, R. B., Jr., & Creamer, D. G. (1997). Improving staffing practices in student affairs. San Francisco: Jossey-Bass.