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| Preface | |
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| Introduction | |
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| The Changing Nature of Human Services and Supervision | |
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| Defining the Learning Organization | |
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| Interactional Nature of Supervision in a Learning Organization | |
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| Supervisory Relationships | |
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| Effective Interpersonal and Critical Thinking Skills | |
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| Culturally Competent Practice | |
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| The Collaborative Practice of Workplace Teams | |
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| Clinical Supervision in a Learning Organization | |
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| The Evolution of Protocol-Based Supervisory Practice | |
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| Ethical Decisions and Risk Management | |
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| Modeling Professionalism and Supervising Interns | |
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| Managerial Nature of Supervision in a Learning Organization | |
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| Promoting a Learning Culture | |
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| The Managerial Roles of the Supervisor | |
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| The Supervisor as Transformational Leader | |
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| Supervisory Leadership as Risk-Taking and Experimentation | |
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| Creating a CultureThat Supports the Development of Staff | |
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| Transferring Learning into New Organizational Processes | |
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| Facilitating Learning Through Assessing Performance Goals | |
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| Coaching Employees with Performance Problems | |
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| Analytic Nature of Supervision in a Learning Organization | |
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| Developing an Agency Policy on Supervision | |
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| Collecting and Using Data for Organizational Leadership | |
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| Environmental Scanning and Nonprofit Human Service Organizations | |
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| Scanning for Best Practices | |
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| Charting the Course for Future Research on Supervision | |
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| Supervision in Different Fields of Practice | |
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| The Supervisor in Aging Services | |
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| The Supervisor in Child Welfare | |
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| The Boundary Spanning Approach to Supervising Health and Mental Health Service Staff | |
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| Supervising and Collaborating to End Poverty in Welfare to Work Programs | |
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| Index | |
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| About the Editors, About the Contributors | |