Abstract
In this article we contend that supervisor humility is a critical variable in making rupture repair increasingly likely and give consideration to how that is so. Humility is defined and its research is briefly summarized. Humility's definition is then applied to supervision, specific ways by which supervisors display humility in the supervision relationship are identified, and some researchable supervisor humility hypotheses are proposed. Two case examples are presented, one showing the effects of a lack of supervisor humility in instigating alliance rupture, the other showing the power of supervisor humility in instigating alliance repair.
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Notes on contributors
C. Edward Watkins
C. Edward Watkins, Jr., Professor of Psychology, Department of Psychology, University of North Texas, Denton. His primary professional interests focus on psychotherapy supervision and psychoanalytic theory, practice, and research. He is editor of the Handbook of Psychotherapy Supervision (1997) and co-editor (with Derek Milne) of the Wiley International Handbook of Clinical Supervision (2014). He is a Fellow of Divisions 29 (Psychotherapy) and 17 (Counseling Psychology) of the American Psychological Association.
Joshua N. Hook
Joshua N. Hook, Ph.D., is Assistant Professor of Psychology, Department of Psychology, University of North Texas. His primary professional interests focus on religion and spirituality, positive psychology, and humility and forgiveness. He is a co-editor, along with Everett Worthington, Eric Johnson, and Jamie Aten, of Evidenced-Based Practices for Christian Counseling and Psychotherapy.
Joey Ramaeker
Joey Ramaeker, M.S., an advanced doctoral student in the counseling psychology program at the University of North Texas, is completing his internship year.
Marciana J. Ramos
Marciana J. Ramos, M.S., an advanced doctoral student in the counseling psychology program at the University of North Texas, is completing her internship year.