Power is inherent in the supervisory relationship. Supervisors hold evaluative authority, professional influence, and often institutional power. How this power is acknowledged and managed shapes the entire supervisory experience.
Sources of Power
- Evaluative power: Supervisors assess competence and determine readiness
- Expert power: Supervisors hold greater knowledge and experience
- Institutional power: Supervisors may influence employment or registration outcomes
- Social power: Differences in age, gender, race, and culture create additional dynamics
Impact of Unacknowledged Power
When power dynamics go unaddressed, supervisees may withhold important information, avoid raising concerns, and disengage from genuine learning. This ultimately harms both professional development and client care.
Strategies for Supervisors
- Name the power dynamic explicitly and early
- Invite and genuinely welcome feedback about your supervisory style
- Create multiple channels for supervisees to raise concerns
- Reflect on how your social identities interact with your supervisory authority
- Share decision-making where appropriate
When Power Is Misused
Unfortunately, power in supervision can be misused. Organisations must have clear processes for supervisees to report concerns without fear of retaliation.
Conclusion
Power in supervision is not inherently problematic — it becomes problematic when it is ignored, denied, or misused. Transparent, reflective engagement with power dynamics creates supervision that is truly developmental.
