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Supervising With Empathy at the Core

Supervising With Empathy at the Core

Kandy Mink Salas
Copyright: © 2022 |Pages: 20
ISBN13: 9781799897460|ISBN10: 179989746X|ISBN13 Softcover: 9781799897477|EISBN13: 9781799897484
DOI: 10.4018/978-1-7998-9746-0.ch002
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MLA

Salas, Kandy Mink. "Supervising With Empathy at the Core." Achieving Equity in Higher Education Using Empathy as a Guiding Principle, edited by Catherine Ward, IGI Global, 2022, pp. 28-47. https://doi.org/10.4018/978-1-7998-9746-0.ch002

APA

Salas, K. M. (2022). Supervising With Empathy at the Core. In C. Ward (Ed.), Achieving Equity in Higher Education Using Empathy as a Guiding Principle (pp. 28-47). IGI Global. https://doi.org/10.4018/978-1-7998-9746-0.ch002

Chicago

Salas, Kandy Mink. "Supervising With Empathy at the Core." In Achieving Equity in Higher Education Using Empathy as a Guiding Principle, edited by Catherine Ward, 28-47. Hershey, PA: IGI Global, 2022. https://doi.org/10.4018/978-1-7998-9746-0.ch002

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Abstract

This chapter describes how excellent leadership and management can be achieved while holding an empathetic supervision style at the core of the practice. Included is an exploration of skills such as the ability to recognize the emotional life of employees; the ability to deeply relate, to feel what the team is feeling; and the ability, will, and courage to take empathetic action to address what employees are feeling. Myths surrounding leadership are explored. Issues of loss, fear, and unequal treatment across social identities are explored, as is the impact of gender on perceptions of empathy in supervision. The impact of COVID-19 on supervision is discussed, with a focus on empathetic and compassionate practice. The typical arc of an employee from recruitment to departure is examined through an empathetic lens. The chapter also explores how an empathetic supervision style does not mean complacency nor does it mean a lack of strength. Strong, focused, goal-oriented leadership from an empathetic frame is possible.

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