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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. [ABSTRACT FROM PUBLISHER]

In what ways do supervisors repair the ruptured supervisory alliance? In this article, that question is considered, with focus given to one rupture repair intervention: Supervisor apology. Apology/forgiveness theory and research are integrated with current thinking about supervision alliance rupture and repair. Using the recent conflict transformation research of Kirchhoff and colleagues (Kirchhoff, Strack, & Jager, 2009; Kirchhoff, Wagner, & Strack, 2012) as a building block, the 10 elements of apology are examined vis-à-vis the supervisory situation, and the applicability of the concepts of simple and complete apology for supervision alliance rupture repair are presented. Eight statements that link apology and forgiveness with supervision alliance rupture and repair conceptualization are proposed, and a case example that communicates the reparative effectiveness of supervisor apology is described. Supervisor rupture identification and repair is viewed as being an important competency that involves a supporting knowledge base, skill set, and values core. [ABSTRACT FROM PUBLISHER]