Culturally Competent Supervision

CULTURALLY COMPETENT SUPERVISION 1

The development of culturally competentmulticultural supervisor ensures organisational efficiency. This isbecause the leaders will be able to respect and honour language,interpersonal style, behaviours and beliefs of groups, families, andindividuals receiving their services same as the staff who provideservice to the organisation (Ober, etal., 2009). The competent culturalcalls for a long-time commitment and is only achievable over time,making an ongoing developmental process that is dynamic. The skills,which are culturally responsible, improve the engagement of theclient in the services, the relationship between providers andclients, retention of treatment and outcomes (Dressel etal., 2007).

In this paper, while conducting research oncompetent supervision, several challenges were experienced. Thesechallenges include many people denied that ethnicity is still anissue in their organization (Burkard etal., 2006). This means they were notready to share information on how it is practiced and its effects onthe organization. The suggestions by employees that their supervisorhas already overcome the ethnicity issue acted against the researchas the issue could not come out clearly as a challenge (Bhat &ampDavis, 2007). Moreover, there was a general fear among employees toraise ethnicity and racial issues as they felt that this makes theover concern with diversity. This means that the workers were waitingfor diversity issues to present themselves. Furthermore, this isclear evidence that there was no any initiative to raise the issueonce it occurs making it hard to get true results. Nevertheless,cultural values affect the thinking model of many individuals makinghence they insisted to know the tribe of the researcher beforeproviding the answers.

It came as a surprise that racism, ethnicity, andgender issues greatly affect the competency of a supervisor.Furthermore, these issues greatly affect the attitudes of employeestowards the supervisor. The discrimination at the work place is basedon cultural incompetent.

The experience did not go without insights, itis a fact that the multicultural supervision essentially increasesthe perception of supervisees on the self-efficacy and culturalcompetent when practicing it cross-culturally (Tummala-Narra, 2004).The supervisors are addressing the issue openly and encouragingsupervisees to attend counselling dealing with the cultural issuessince it can effectively help in dealing with diversity.

References

Bhat, C. S.,&amp Davis, T. E. (2007). Counseling supervisors` assessment ofrace, racial identity, and working alliance in supervisory dyads.Journal of Multicultural Counseling and Development, 35(2), 80-91.

Burkard, A.W., Johnson, A. J., Madson, M. B., Pruitt, N. T., Contreras-Tadych,D. A., Kozlowski, J. M. Knox, S. (2006). Supervisor culturalresponsiveness and unresponsiveness in cross-cultural supervision.Journal of Counseling Psychology, 53(3), 288-301.&nbsp

Ober, A. M.,Granello, D. H., &amp Henfield, M. S. (2009). A synergistic model toenhance multicultural competence in supervision. CounselorEducation and Supervision, 48(3):204-221.Dressel,J. L., Consoli, A. J., Kim, B. S. K., &amp Atkinson, D. R. (2007).Successful and unsuccessful multicultural supervisory behaviors: ADelphi poll. Journal of Multicultural Counseling and Development,35(1), 51-64.

Tummala-Narra,P. (2004). Dynamics of race and culture in the supervisory encounter. Psychoanalytic Psychology, 21(2), 300-311.&nbsp