ABSTRACT
This chapter explores the narratives of supervisors and managers of practitioners who work in trauma-laden environments with vulnerable children and their families. The supervisory relationship with practitioners, definition and re-definition of roles as well as the training and support needs of line supervisors and managers are explored and discussed. also discussed are practice and leadership dilemmas experienced by supervisors and managers, with particular focus on where traditional internal supervision ends and therapy begins with practitioners who may be experiencing symptoms of occupational trauma. Organisational context as challenge and opportunity, including the impact of managerialism on an organisation’s ability to provide quality and responsive support and supervision to practitioners, is outlined. The chapter then moves to the dichotomy of leadership and management frameworks in a child welfare organisational context. The concepts of trauma-informed and secure base leadership is outlined. Throughout the chapter are case studies highlighting experiences of line supervisors and managers.
