Professional Development for Future Leaders and Supervisors

Professional Development for Future Leaders and Supervisors

My short-term career goal is to advance my education by enrolling for a Doctorate degree. After completing this program, I hope to get a job with the social welfare department. In the long-term, my biggest aspiration is to establish an institution that will offer counseling, hope, and shelter for teenage mothers whose status is attributed to rape or sexual abuse by relatives. I also aspire to become part of the advocacy team that pushes for the availability and affordable access of relevant resources by all patients.

From the long-term career goals outlined above, it is evident that I will be taking up leadership as well as management roles at some point in the future. It is my expectation that upon completing a Doctorate degree, I will receive a promotion in my current workplace. Most likely, I will be placed in charge of some department and this will give me an opportunity to practice my leadership skills. Similarly, owning an institution to care for sexually abused teenage mothers will put me in a leadership/managerial position, albeit in the initial years before the institution grows to the extent that I can hire more people.

I acknowledge that there are benefits as well as challenges that come with leadership and management positions in social work. As I work towards my short-term as well as long-term professional goals, I am also keen on acquiring the necessary leadership and management skills. Some of the key challenges I anticipate include competing interests, exercising authority, managing organizational politics as well as ensuring a smooth transition from being “a technical specialist to…a managerial generalist” (Austin et al., 2013 p.372). As a person who is used to working on a one-on-one basis with clients, taking up a managerial role may be somewhat uncomfortable because of the loss of that direct connection with clients. As Austin et al. (2013) note, there is some unique satisfaction derived from interacting with clients.

Exercising authority may also be a significant challenge especially when working in an organization with many hierarchies. Regarding competing interests, social administrators must shift from managing their own time and activities to managing those of others, besides shifting from valuing their personal ideas to embracing others. In any case, leadership is quite a daunting concept as it implies that the people being led are looking upon the leader to show them where they will go next (TedTalks, n.d.). On the positive side, assuming a leadership role provides individuals with opportunities to create change and make improvements to human life. Taking up a leadership role allows a social worker to identify gaps in their area of practice and assemble necessary resources to fill the gap.

References

Austin, M. J., Regan, K., Gothard, S., & Carnochan, S. (2013). Becoming a manager in nonprofit human service organizations: Making the transition from specialist to generalist. Administration in Social Work, 37(4), 372-385.

TedTalks (Producer). (n.d.). Seth Godin: The tribes we lead. Retrieved February 20, 2014, from http://www.ted.com/talks/seth_godin_on_the_tribes_we_lead.html

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