The Roles of the Supervisor

This set of flashcards covers the foundational principles, roles, and leadership strategies for effective supervision as described in the lecture notes.

Rita Zahara

A Singaporean journalist, newscaster, and the co-founder and CEO of Li Da Foods.

Management

Practical focus on day-to-day operations, including planning, budgeting, staffing, and solving short-term problems.

Leadership

Strategic and transformational focus on establishing direction, aligning employees, and motivating people toward a long-term vision.

Task or Technical responsibilities ($T$)

Direct service delivery or work production that supervisors must often delegate to focus on management ($M$) and leadership ($L$).

Commonwealth Centers for High-Performance Organizations

The source of the model illustrating the necessary shift in time allocation between leadership, management, and technical tasks for supervisors.

Delegation

The act of assigning task and technical work to team members to increase productivity, empower staff, and manage supervisory workload.

Responsibility (Delegation)

One of the four parts of delegation where an employee is given a specific task and goals, though the supervisor remains responsible for the final outcome.

Authority (Delegation)

The component of delegation that grants an employee the power required to complete a task and informs others of that power.

Instruction (Delegation)

Providing specific expectations, work processes, and regular feedback while remaining open to new ideas from the employee.

Accountability (Delegation)

The final stage of delegation where team members are held responsible for completing tasks properly and achieving goals.

Gallup Organization

The group that developed a list of $12$ questions to measure workplace strength and the impact of supervisory actions on employee retention.

Psychological Safety

A workplace tone where errors are used to diagnose causes and solve problems rather than assigning blame or using fear and intimidation.

Circle of Concern

A model representing all things an individual cares about but cannot control, often leading to reactive behavior and blame if focused on exclusively.

Circle of Influence

A model representing the things individuals have control over; focusing energy here leads to proactive growth and empowerment.

Carol Dweck

A Stanford researcher who identified the concepts of fixed and growth mindsets regarding talent and skill development.

Growth Mindset

The belief that abilities and talents can be developed through hard work, guidance, and viewing failure as an opportunity to learn.

Fixed Mindset

The belief that talents and skills are innate, set gifts, leading individuals to avoid challenges and view feedback as hurtful.

Jim Collins

The author of Good to Great who proposed maximizing performance by getting the right people on the bus and in the right seats.

Values

A key of leadership involving clarity of professional principles like ethics, respect, equity, and customer service.

Credibility

A leadership practice defined as walking your talk and ensuring behavior reflects broadcasted values.

Empowerment

Fostering a learning culture by welcoming employee input, innovation, and involvement in decision-making.

Appreciation

The frequent recognition and celebration of individual and team accomplishments and contributions.