Lost in Transition: Taking on Managerial Roles at the Family Service Centre Setting?

This research explores the challenges faced by senior social workers (SSWs) and assistant heads (AHs) in their transition to managerial roles at a community-based social service agency in Singapore. Using Neale and Griffin’s (2006) and Austin et al.‘s (2013) frameworks, five SSWs and AHs (less than one year in role) were selected through convenience purposive sampling. Data collection involved semi-structured one-to-one interviews and graphical displays, guided by a grounded theory approach. Case study analysis was employed, combining content, visual, and thematic analysis methods to identify key themes: (1) context of promotion, (2) alignment of personal interests and skills, (3) lack of role clarity, (4) managing performance issues, and (5) feeling “sandwiched” between “up and down, in and out.” The findings highlight the need for tailored support, structured preparation, and ongoing professional development to ease role transitions. These insights emphasize the importance of targeted programs to support effective managerial leadership role adjustment in social service management.