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Make the Most of a Supervisor-Scholar Relationship by Striking the Perfect<br />
Balance<br />
Grace Turner 10 November,2017 <br />
“Mentoring is a brain to pick, an ear to listen, and a push in the right direction.”<br />
John C. Crosby, American Politcian<br />
The pursuit of academics is noble and fulfilling as it follows suit of the innate human desire for broadening the vistas of<br />
knowledge and wisdom. The ones who seem unfazed in the face of the daunting task of pursuing a PhD know that a<br />
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promising world of academia awaits them at the end of their stressful and harrowing journey. However, with the able<br />
guidance and support of the right <strong>supervisor</strong>, you will be able to handle the stress and sail through the <strong>scholar</strong> years<br />
like a pro, enjoying the process as well as yielding excellent results.<br />
It is no secret that the future of your PhD rests on the pillars of your <strong>relationship</strong> with your <strong>supervisor</strong> – the more<br />
balanced it is, the better it is for your academic progress and development. But what exactly is that point of balance?<br />
Moreover, how does one define it? For a clearer understanding of an ideal <strong>relationship</strong> between a <strong>scholar</strong> and a<br />
<strong>supervisor</strong>, take a look at the roles and expectations from their perspectives.<br />
Expectations galore<br />
Every <strong>scholar</strong> and every <strong>supervisor</strong> is different as so are their <strong>relationship</strong>s. Having their own sets of idiosyncrasies,<br />
each has a different set of power dynamics and ways of functioning. You can often <strong>com</strong>e across stories of some odd<br />
professor rarely turning up for the discussions with the <strong>scholar</strong> or the <strong>scholar</strong> who played truant quite often with his<br />
<strong>supervisor</strong>. There have been instances of <strong>supervisor</strong>s treating the <strong>scholar</strong>s under them as mere research assistants<br />
for their projects and ultimately neglecting their PhD issues and worries or some <strong>scholar</strong> who would never submit<br />
drafts on time, resulting in the late submission of the PhD thesis. However, like in every <strong>relationship</strong>, a <strong>supervisor</strong><strong>scholar</strong><br />
<strong>relationship</strong> works both ways as well and has a set of two-way expectations. Let us first take a look at the<br />
basic expectations that a <strong>scholar</strong> has from his <strong>supervisor</strong> and vice-versa.<br />
As a <strong>scholar</strong>, you may expect the following from your <strong>supervisor</strong>.<br />
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Careful perusal of all the drafts that you submit to him or her<br />
Prompt feedback and constructive critique of your work that helps you grow academically<br />
Having a patient ear for your research perspective and queries<br />
Maintaining a liaison with the university administration on your behalf to help you with any issues or problems,<br />
of both academic and non-academic nature<br />
Engaging discussions on the intellectual level and (possibly) introducing you to his sphere of academicians<br />
Similarly, <strong>supervisor</strong>s have the following set of expectations from the <strong>scholar</strong>s whom they guide.<br />
Maintaining the deadlines and timely submission of drafts and other work related to your PhD<br />
Having an open mind and listening to his critique carefully<br />
Learning from your mistakes and growing academically, paying heed to his suggestions and feedback<br />
Being assertive and not being intimidated so that you can ask him questions and seek their answers freely,<br />
making way for an enriching academic exchange<br />
Keeping the drafts streamlined and not overburdening him with too frequent requests for meetings and editing<br />
help<br />
Being a responsible <strong>scholar</strong> with a presentable attitude towards the university administration.<br />
Scholar-<strong>supervisor</strong> <strong>relationship</strong>s – The issue of power dynamics<br />
Based on the sets of expectations, leading psychologists have identified the variables responsible for so many<br />
eccentricities in the <strong>scholar</strong>-<strong>supervisor</strong> <strong>relationship</strong>s. As mentioned earlier, the type of <strong>relationship</strong> that you two share<br />
can have lasting impacts on your PhD, and it is essential to understand that the <strong>supervisor</strong> knows how much of the<br />
power rests in his hands. The power dynamics of the entire process is thus crucial for discussion and finding the right<br />
balance for the PhD process to work out favorably for both of you.<br />
The variables discussed below affect the <strong>relationship</strong> between a <strong>supervisor</strong> and a <strong>scholar</strong> greatly, and the perfect<br />
balance between them is imperative for ensuring a smooth transition from your <strong>scholar</strong> to recognised academician<br />
phase. One glance through the categories and you will easily be able to identify the one where you and your<br />
<strong>supervisor</strong> fit.<br />
Variables of <strong>relationship</strong> behaviour<br />
The variables of <strong>relationship</strong> behaviour explain the type of behaviour and interaction that you and your <strong>supervisor</strong><br />
share. The places where you meet for the discussions, the kind of words that you use to converse as well as your<br />
body language towards each other are the tiny and detailed aspects that consist of the variables of <strong>relationship</strong><br />
behaviour from a psychological perspective. Having a keen eye for these details and noticing the power-structure of<br />
your <strong>relationship</strong> will help you in the long run as you will know what to do and the ideal ways to behave with your<br />
<strong>supervisor</strong> and what to expect in return. The following are the two major types of <strong>relationship</strong> behaviour among<br />
<strong>supervisor</strong> and <strong>scholar</strong>s.<br />
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Formal/ businesslike<br />
If you keep your discussions concise and on-point, that is, if you hardly ever discuss anything apart from your PhD<br />
topic, research proposal and design, research mechanism and tools as well the philosophy behind framing the<br />
research hypothesis, then yours is a businesslike or formal <strong>relationship</strong>. Note that these discussions usually take<br />
place within the campus premises and preferably at the <strong>supervisor</strong>’s office or the university library, rarely ever<br />
venturing into general topics like the weather or your families. Inviting you over to his house for dinner or showing an<br />
active interest in your philatelic pursuits are not usual occurrences in this kind of <strong>relationship</strong>.<br />
Pros: Increased efficiency in delivering the tasks, more time devoted to the research topic and areas of focus, and<br />
careful consideration of the submission deadlines<br />
Cons: Too formal <strong>relationship</strong>s leading to increased dissent regarding the research areas, research design and<br />
methodology as well as missing out on networking opportunities with academic contemporaries<br />
Informal/ personal<br />
The informal or personal <strong>relationship</strong> structure of the <strong>supervisor</strong>-<strong>scholar</strong> <strong>relationship</strong> is a wholly different world where<br />
your <strong>supervisor</strong> treats you more like a friend than a <strong>scholar</strong> pursuing his PhD under his guidance. If you meet over<br />
drinks, discuss politics, family, and he has introduced you to the contemporary academics of his time and field, then<br />
you two share a camaraderie that is quite sought-after and hard to <strong>com</strong>e by. However, in these kinds of <strong>relationship</strong>s,<br />
the discussions on work tend to take a backseat and might be ignored for days. In these kinds of <strong>relationship</strong>s, you will<br />
share a greater level of frankness with your <strong>supervisor</strong> and have a healthy exchange of ideas on practically all topics<br />
under the sun, bringing in a refreshing working ambience for both of you. While it can be fulfilling in many aspects,<br />
these kinds of <strong>relationship</strong>s require a lot of effort from both the <strong>supervisor</strong> and the <strong>scholar</strong> to keep track of the<br />
academic aspects of the PhD in check.<br />
Pros: More free and healthy exchange of ideas and developing a bond that can be cherished for a lifetime<br />
Cons: Lackadaisical attitude on behalf of both the <strong>supervisor</strong> and the <strong>scholar</strong>, resulting in sloppiness and tardiness in<br />
submission<br />
These variables significantly influence the power dynamics of the <strong>relationship</strong> between the <strong>scholar</strong> and <strong>supervisor</strong>.<br />
While sharing drinks with your <strong>supervisor</strong> over healthy discussions on world politics might seem like an alluring idea,<br />
there have been instances of <strong>supervisor</strong>s taking undue advantage of all kinds (from unpaid babysitting jobs for their<br />
kids to sleazy proposals of taking the <strong>relationship</strong> to a whole ‘new’ level) from the <strong>scholar</strong>s. On the other hand, too<br />
stand-offish and distant level of interaction between the two hampers the free flow of ideas and healthy exchange of<br />
points of view that is necessary for an academic pursuit of the higher levels.<br />
Type of task execution<br />
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The type of task execution covers the logistical aspects of the <strong>relationship</strong>. The task execution sees the exact process<br />
involved in the interaction pattern between you and your <strong>supervisor</strong>. The attitudes in the discussions, the frequency of<br />
such meetings and the eye for detail regarding your research are the key factors that affect the task execution factor<br />
of your <strong>relationship</strong>. The following are the two major categories of task execution in a <strong>scholar</strong>-<strong>supervisor</strong> <strong>relationship</strong>.<br />
Product-driven task execution<br />
If your <strong>supervisor</strong> is very diligent about the meetings, keeps a regular tab of your progress and always encourages<br />
you to turn up for the meetings armed with the scores of drafts you have written so far, then the task execution aspect<br />
of your <strong>relationship</strong> is product-driven. In these kinds of <strong>relationship</strong>s, the <strong>supervisor</strong> is more into discussing the<br />
product and ensures that there is no option for you to have a laidback attitude towards the writing aspect of your<br />
thesis. However, he might even cancel or reschedule the meetings in case you miss deadlines and be overtly<br />
neglecting in his duties if you show the slightest signs of sloppiness. These kinds of <strong>relationship</strong>s keep the <strong>scholar</strong> on<br />
their toes all the time, giving them little or no scope for writer’s block or other issues.<br />
Pros: Keeping a tab of all the deadlines and timely submission of drafts<br />
Cons: Very rigorous task execution process, giving the <strong>scholar</strong> not much space for innovation or detailing the process<br />
with the <strong>supervisor</strong><br />
Process-driven task execution<br />
The process-driven task execution is a <strong>com</strong>paratively freer form of <strong>scholar</strong>-<strong>supervisor</strong> <strong>relationship</strong> and allows space<br />
for the <strong>scholar</strong> to have his say regarding the research design and drafting. The <strong>supervisor</strong> is more of a friendly mentor<br />
and helps the <strong>scholar</strong> resolve the issues of writer’s block or helps them cope with the stress of writing through sharing<br />
the experience of their PhD days. The process-driven task execution aspect of the <strong>scholar</strong>-<strong>supervisor</strong> <strong>relationship</strong><br />
keeps the flow of work dynamic and healthy. However, the <strong>supervisor</strong> and the <strong>scholar</strong> might both get a bit<br />
lackadaisical with their attitude towards the deadlines that results in burning the midnight candle on the nights before<br />
the important submission dates and a lot of cramming on the part of the <strong>scholar</strong>. Scheduling frequent meetings with<br />
the <strong>scholar</strong> to help him through the entire process and not only focusing on his drafts, but the <strong>supervisor</strong> also takes<br />
the <strong>relationship</strong> to newer heights and offering his hand as more of a friend than an intimidating figure in the world of<br />
academics.<br />
Pros: Prompt resolution of the stumbles faced in the writing and drafting process as well as a thorough and mutual<br />
understanding of the research design and structure between the <strong>scholar</strong> and <strong>supervisor</strong> for better scholastic<br />
expression of the discipline<br />
Cons: Occasional negligence to the deadlines resulting in issues with the administrative bodies as well as meandering<br />
and long-winding discussions driven by the process with less focus on product that hinders the qualitative aspect of<br />
the PhD thesis<br />
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The variables of task execution are directly linked to the variables of <strong>relationship</strong> behaviour and together create the<br />
framework of the type of <strong>relationship</strong> between the <strong>supervisor</strong> and the <strong>scholar</strong>. While each <strong>supervisor</strong>-<strong>scholar</strong><br />
<strong>relationship</strong> is unique, the general traits of all of them fall within the structure of the variable framework formed jointly<br />
by the <strong>relationship</strong> behaviour and task execution aspects of the <strong>relationship</strong>. While having an open mind towards the<br />
constructive critique of your work is what you should continuously strive to achieve, your <strong>supervisor</strong> too should be<br />
open to discussions on the problems you faced while drafting a particular chapter or how you want your research<br />
design to be like ideally.<br />
Expert tips to strike the perfect balance<br />
Playing a vital role in your academic career, your <strong>supervisor</strong> is a go-to person who supports you right from the first<br />
draft to final submission of your PhD and beyond. In many cases, the <strong>scholar</strong> and the <strong>supervisor</strong> form bonds to<br />
cherish for a lifetime. These enriching <strong>relationship</strong>s help both of them grow academically and personally, drawing<br />
insights and lessons learnt from their time together, spending hours on directing the course of the research in the right<br />
direction for the best out<strong>com</strong>e of all the hard work put in.<br />
However, the reality is not so rosy at all and many struggle to find the right ‘fit’; what ensues is chaotic and often<br />
causes myriad unforeseen problems in the academic sphere for both of them. What, then, are the ways to prevent or<br />
over<strong>com</strong>e these issues in a <strong>relationship</strong> between a <strong>supervisor</strong> and a <strong>scholar</strong>? With one’s heart at the right place and<br />
the perfect amount of determination and perseverance, it is possible to have a <strong>supervisor</strong>-<strong>scholar</strong> <strong>relationship</strong> that<br />
benefits them both and is one to cherish all through your life.<br />
Here are a few tips that will surely <strong>com</strong>e in handy if you wish to achieve that perfect point of balance in your<br />
<strong>relationship</strong> with your PhD <strong>supervisor</strong>, who is not only your mentor in the academic sphere, but also has the potential<br />
to be<strong>com</strong>e a friend, philosopher and guide for life.<br />
Frankness is the best policy<br />
Lay down your cards at the outset. If you want to establish a fulfilling <strong>relationship</strong> with your <strong>supervisor</strong>, it is always best<br />
to clearly outline your research topic, research question and area of focus on the very first day that you meet. After the<br />
initial ice-breaking session, when the conversation takes a more scholastic turn, gently yet firmly establish your views<br />
on your research topic and at the end encourage him to give his feedback on your views. It may be possible that you<br />
two have a difference in opinion or that you do not agree upon the focus area, but be sure that the notes of dissent are<br />
all discussed and resolved through further meetings instead of being kept all pent up. Unresolved points of dissent,<br />
like in any <strong>relationship</strong>, <strong>com</strong>e back to haunt the power imbalances between the <strong>scholar</strong> and the <strong>supervisor</strong> and you do<br />
not want to be the <strong>scholar</strong> who gets strong-armed into an area of focus where he had no intention of shedding light<br />
upon through his particular research.<br />
Keep in touch<br />
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Keeping in touch with your <strong>supervisor</strong> is one of the essential factors in maintaining a perfect balance in your<br />
<strong>relationship</strong>. This is especially effective if your <strong>supervisor</strong> happens to be a renowned academician with frequent trips<br />
abroad on his academic schedule. While it is not feasible for you to chase him through the world, tailing the<br />
conferences he attends and the international assignments he is on, an email or text every now and then helps to keep<br />
your research at the top of his mind. It is important that you express your interest in taking your research forward<br />
under his able guidance. However, be careful to not go overboard with <strong>com</strong>munication – you do not want to irk him<br />
with three emails per day detailing every little development in the course of your research while he is away on a<br />
foreign assignment.<br />
Stick to deadlines (well, most of the time)<br />
While this is not rocket science, maintaining deadlines can be hard at times, especially when you have been facing a<br />
writer’s block or have some doubts about the style of writing in relation to your research question. Remember, it<br />
always scores a point with your <strong>supervisor</strong> if you are prompt about the deadlines that are set and if you actively seek<br />
his advice and guidance regarding your drafts. Make sure that you maintain the deadlines as much as you can so that<br />
there is more time left for redrafting and thorough proofreading towards the end of your research.<br />
Be open to criticism<br />
As a <strong>scholar</strong> in pursuit of greater knowledge, you should always keep an open mind to the critique of your work. One<br />
of the persistent problems that rock the power dynamics of a <strong>scholar</strong>-<strong>supervisor</strong> <strong>relationship</strong> is the issues arising from<br />
the points of dissent regarding the quality of focus of work submitted by the <strong>scholar</strong>. In extreme cases, the <strong>supervisor</strong><br />
gets overtly critical and rejects all the drafts, editing the original piece of work out of sight. But most issues arise when<br />
a suggestion of the slightest of editing irks the <strong>scholar</strong>. As a <strong>scholar</strong>, you should always be open to the criticism for<br />
your work and try to incorporate your <strong>supervisor</strong>’s suggestions (unless absolutely preposterous) in your PhD drafts.<br />
Assertive all the way<br />
Let’s face it – your <strong>supervisor</strong> has full knowledge of the amount of power that rests in his hands as far as your PhD is<br />
concerned. This does not mean that he can take you for a ride and make you assist him in his research projects while<br />
totally neglecting your PhD work. In the cases that situations like these arise, handle them maturely. Assert your views<br />
firmly and gently in a meeting or discussion session with your <strong>supervisor</strong>. Do not set him off with direct allegations of<br />
negligence; instead, you may hint at the deadlines looming large and guide his focus towards your work for a change.<br />
If you are not firm on your ground, you will have that ground taken away from you, as is the rule of the world and your<br />
<strong>supervisor</strong> will not be an exception. So be assertive with him as much as you can to keep the power dynamics of your<br />
<strong>relationship</strong> on balance.<br />
Be on your guard<br />
Unpalatable as it may seem, there have been instances of <strong>supervisor</strong>s trying to establish a “too friendly” <strong>relationship</strong><br />
with the <strong>scholar</strong> under him or her, throwing caution and work ethics to the wind. Lest you fall prey to such sleazy<br />
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proposals, it is always advisable to be on your guard. May you not face any such issue with your <strong>supervisor</strong>, but in<br />
case you do, be prompt and report the incident to the authorities. While many might advise you to “handle things<br />
delicately” and “not go about making a fuss”, you must put your foot down in resolving issues such as these.<br />
Remember that it is because too many <strong>scholar</strong>s were scared of “what might happen” to their PhDs if they reported<br />
incidents of this nature to the authorities but from the <strong>supervisor</strong>’s point of view, it is a gross abuse of his position of<br />
power over you, and no one should get away with that.<br />
One of the most fulfilling and enriching of <strong>relationship</strong>s, the <strong>scholar</strong>-<strong>supervisor</strong> bond, if maintained along with the<br />
perfect balance in power dynamics and levels of interaction, might reap benefits for both of the people involved. The<br />
<strong>scholar</strong> should ideally get a guardian angel-turned-guide for life in his <strong>supervisor</strong>, and the <strong>supervisor</strong> should receive an<br />
engaging colleague in the similar pursuit of academia in the <strong>scholar</strong>. The <strong>supervisor</strong>-<strong>scholar</strong> <strong>relationship</strong> thus works<br />
out perfectly with the proper amount of balance and camaraderie.<br />
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