thesis supervision training

Welcome to the “Being a thesis supervisor” module! The purpose of this module is to guide and support your skills’ development as a thesis supervisor. This course is aimed for master’s and doctoral thesis supervisors with interests in supervision as a university pedagogy and intercultural communication.

LEARNING OUTCOMES: Taking this module gives you competencies to:

• Analyze your own experiences as a supervisee and as a supervisor
• Reflect on your supervision practices and expectations of thesis supervision
• Reflect on your cultural assumptions about the pedagogy of supervision
• Analyse your supervision models by using the frameworks of Dysthe (2002)
• Analyse your supervision style by using the frameworks of Gatfield (2005)
• Identify elements of transcultural and assimilationist practices in supervision

Key concepts: thesis supervision, university pedagogy, intercultural thesis supervision, expectations

• Experiences as students and as supervisors
• Expectations of thesis supervision
• Exploring supervision models and styles
• Intercultural supervision
• Conflicts and problems

Self-study materials

This module concentrates on master’s and doctoral thesis supervision. Supervising students and doctoral candidates is one of the most important academic tasks which requires excellent research, management, social and communication skills. The main themes of this module are 1) Our experiences and practices, 2) Expectations of thesis supervision, 3) Supervision models, 4) Intercultural supervision, and 5) Conflicts and problems. This module guides you to reflect and develop your own supervision skills according to research on university pedagogy. Explore the topics by reading the slides, watching the short video, taking the Quiz, reading the articles and completing the learning tasks for self-study. All the materials on this website are available for self-study.

Slideshow 1: Expectations of thesis supervision

Slideshow 3: Conflicts and problems in supervision

• Franke, A., & Arvidsson, B. (2011). Research supervisors’ different ways of experiencing supervision of doctoral students.  Studies in Higher Education ,  36 (1), 7–19. doi:10.1080/03075070903402151
• Grant, B. M. (2003). Mapping the pleasures and risks of supervision. Discourse: Studies in the Cultural Politics of Education , 24 (2), 175–190. doi:10.1080/01596300303042
• Grant, B. M. (2005). Fighting for space in supervision: Fantasies, fairytales, fictions and fallacies.  International Journal of Qualitative Studies in Education ,  18 (3), 337–354. doi:10.1080/09518390500082483
• de Kleijn, R. A. M., Bronkhorst L. H., Meijer P. C., Pilot A., & Brekelmans M. (2016). Understanding the up, back, and forward-component in master’s thesis supervision with adaptivity. Studies in Higher Education , 41 (8), 1463–1479. doi:10.1080/03075079.2014.980399
• Lee, A. (2008). How are doctoral students supervised? Concepts of doctoral research supervision.  Studies in Higher Education ,  33 (3), 267-281.
• Lee, A. (2019). Successful Research Supervision. Advising Students Doing Research. Second edition. London & New York: Routledge.
• Manathunga, C. (2005). The development of research supervision: turning a light on a private space. International Journal for Academic Development , 10(1), 117-130.
• Pearson, M., & Brew, A. (2002). Research training and supervision development.  Studies in Higher Education ,  27 (2), 135-150.
• Walker, M., & Thomson, P. (Eds.). (2010).  The Routledge doctoral supervisor's companion: Supporting effective research in education and the social sciences . Routledge.
• Winchester-Seeto, T., Homewood, J., Thogersen, J., Jacenyik-Trawoger, C., Manathunga, C., Reid, A., & Holbrook, A. (2014). Doctoral supervision in a cross-cultural context: Issues affecting supervisors and candidates. Higher Education Research & Development , 33 (3), 610–626. doi:10.1080/07294360.2013.841648
• Wisker, G. (2012). The good supervisor (2nd ed.). Basingstoke, UK: Palgrave Macmillan.

Guided study

Contact your own University for information regarding guided studies based on the materials.

THE MODULE CREATED BY UNIPS

Content: Kalypso Filippou , Post-doctoral researcher, University of Turku

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The Graduate Student's Roadmap: Choosing the Ideal Thesis Supervisor

Embarking on a graduate thesis can be a daunting task, filled with uncertainties and the potential for anxiety. The key to a successful thesis experience often lies in choosing the right thesis supervisor. A supervisor plays a pivotal role in guiding students through the complex process, offering expertise, support, and valuable feedback. This article provides a roadmap for graduate students to navigate the search for an ideal thesis supervisor, ensuring a good match and fostering a productive relationship that can make the thesis journey less intimidating and more rewarding.

Key Takeaways

• Evaluate potential supervisors based on their qualifications, expertise, and compatibility with your research interests to ensure a fruitful mentorship.
• Understand the supervisory styles and expectations to align your working habits and goals, and seek student feedback to gauge the supervisor's effectiveness.
• Approach your chosen supervisor with a clear and professional proposal, set mutual expectations from the start, and employ strategies for effective communication and conflict resolution.

Navigating the Search for a Thesis Supervisor

Assessing potential supervisors: qualifications and expertise.

When embarking on your thesis journey, the first step is to identify potential supervisors who have the qualifications and expertise relevant to your research interests. Begin by reviewing their academic credentials , publications, and research projects to gauge their standing in the field. It's essential to ensure that their expertise aligns with your thesis topic, as this will be crucial for providing you with the guidance and insight you need.

Consider creating a list of potential supervisors and evaluate each based on their academic achievements and contributions to the field. Here's an example of how you might structure your list:

• Dr. Jane Smith: Expert in renewable energy systems, 15+ years of research experience, multiple awards for innovation.
• Prof. John Doe: Renowned for work in cognitive neuroscience, author of a seminal textbook, leads a well-funded research lab.
• Dr. Emily White: Specializes in social psychology, known for groundbreaking studies on behavior, collaborator on international projects.

Remember, a supervisor's reputation and network within the academic community can also play a significant role in opening doors for your future career. Therefore, it's worth considering the broader impact of their work and how it may benefit your own academic and professional development.

Compatibility and Communication: Ensuring a Good Match

When embarking on your graduate journey, the importance of choosing a supervisor whose interests align with yours cannot be overstated. Compatibility with your thesis supervisor is crucial for a fruitful academic relationship. It's essential to consider not only their expertise but also their willingness to communicate effectively and support your research aspirations.

To ensure a good match, consider the following points:

• Assess the supervisor's communication style and availability.
• Determine their approach to supervision; some may be more hands-on, especially at the early stages of your PhD.
• Explore how they facilitate planning and time management for thesis work.
• Seek feedback from current or former students to gauge satisfaction levels.

Remember, a supervisor who offers a structured plan, like the [ Thesis Dialogue Blueprint ](#), can help you prepare for meetings with confidence. Tools for thesis writing, such as worksheets and templates, can also be indicative of a supervisor's commitment to student and professor satisfaction . Ultimately, the goal is to establish a relationship that fosters academic growth and meets mutual expectations.

Evaluating Supervisory Styles and Student Feedback

When you're on the brink of selecting a thesis supervisor, it's crucial to consider not just their academic credentials, but also their supervisory style and the experiences of their past students. A model for the supervisor-doctoral student relationship can be instrumental in understanding the dynamics you might expect. This model, as highlighted in the literature, provides insights into the interpersonal style of potential supervisors and how it may mesh with your expectations for guidance and feedback.

To gain a comprehensive view, seek out qualitative frameworks that analyze feedback within PhD supervision. Such frameworks synthesize rich qualitative data and can inform you about the feedback practices that characterize a supervisor's approach. Remember, the quality of feedback is pivotal to your growth as a researcher.

Lastly, consider the tools and resources that a supervisor might recommend or provide. Websites and platforms that offer tools for thesis writing underscore the importance of a master thesis in graduate programs. They emphasize independent research and the supervisor's role in facilitating this. By evaluating these aspects, you can make an informed decision that aligns with your academic goals and personal working style.

Understanding the Supervisor's Expectations and Commitment

When you embark on your graduate journey, understanding your supervisor's expectations and commitment level is crucial. Clear communication about these expectations will lay the foundation for a successful supervisory relationship. Discuss the specific requirements of your graduate program and align them with your thesis objectives. This discussion should include program-specific expectations and respective timelines, ensuring that both you and your supervisor are on the same page from the outset.

Consider creating a Thesis Dialogue Blueprint, which can serve as a structured plan for your interactions. This blueprint should detail the frequency of meetings, feedback mechanisms, and milestones. Here's an example of what such a blueprint might include:

• Frequency of meetings: Weekly/Bi-weekly/Monthly
• Feedback turnaround time: 5 working days
• Milestone 1: Literature review completion
• Milestone 2: Data collection
• Milestone 3: First draft submission

Remember, a confident supervisor will engage in open discussions about candidature time and progress to completion. It's also important to recognize that supervisor-student fit is crucial to your satisfaction with the learning experience and can influence retention or attrition. By managing feedback effectively and planning meetings strategically, you can navigate challenges and ensure a successful PhD journey.

Finalizing Your Choice and Fostering a Productive Relationship

Making the initial approach: tips and best practices.

Once you've identified a potential thesis supervisor, the initial approach is a critical step. Begin by conducting thorough research on their academic background and current research interests. Visit their webpage, review their publications , and understand their research trajectory. This will not only prepare you for a meaningful conversation but also show your genuine interest in their work.

When crafting your initial contact email , be concise and articulate your research interests clearly. Highlight how your interests align with theirs and mention any relevant experience or skills you possess. Here's a simple structure to follow:

• Introduction: Briefly introduce yourself and your academic background.
• Research Interests: Clearly state your research interests and how they align with the supervisor's work.
• Experience: Mention any relevant experience or skills that make you a suitable candidate.
• Inquiry: Politely inquire about the possibility of them supervising your thesis.
• Closing: Thank them for their time and express your willingness to discuss further.

Remember, first impressions matter. Your initial approach should reflect your professionalism and commitment to your research. Be prepared to discuss your ideas in more depth if the supervisor shows interest. And most importantly, be respectful of their time; academics often have busy schedules, so a well-thought-out and respectful inquiry is more likely to receive a positive response.

Setting Clear Goals and Expectations from the Start

As you embark on your thesis journey, it is crucial to establish a clear roadmap from the outset. Set clear goals and expectations with your supervisor to ensure that both parties have a mutual understanding of the thesis objectives, timelines, and milestones. This clarity will serve as a foundation for a structured and focused research process.

Begin by discussing the scope of your research with your supervisor. Define the boundaries of your study and identify the key questions you aim to answer. It's important to be realistic about what can be achieved within the time and resources available. Use the following list to guide your initial goal-setting conversation:

• Outline the main objectives of your thesis
• Agree on a timeline with deadlines for each stage of the research
• Determine the frequency and format of supervisory meetings
• Establish criteria for evaluating progress
• Discuss any potential obstacles and strategies for overcoming them

By taking these steps, you will build a solid framework for your research and maintain a balance between your academic pursuits and personal well-being. Remember, setting boundaries and practicing self-discipline are essential for a successful thesis experience.

Strategies for Ongoing Communication and Feedback

Establishing a rhythm of regular and structured communication with your thesis supervisor is crucial for the success of your research journey. Schedule regular meetings to discuss your progress, challenges, and any concerns you may have. These meetings should be seen as an opportunity to receive constructive feedback and to ensure that your research is on track.

Effective communication goes beyond scheduled meetings. It's important to be proactive in seeking feedback and to be open to implementing it. Here's a list of strategies to enhance communication:

• Utilize various communication channels, such as email, video calls, or in-person meetings, to maintain a consistent dialogue.
• Prepare for each meeting with a clear agenda and specific questions to maximize the value of the time spent.
• Be receptive to feedback and critically assess the results you obtain, ensuring alignment with the study objectives.
• Document the feedback received and the outcomes of discussions to track your progress and any agreed-upon changes.

Remember, a productive supervisory relationship is a two-way street. Your supervisor's insights are invaluable, but your own reflections and self-assessment are equally important. Embrace the process of self-reflection, and be prepared to communicate complex information effectively.

Dealing with Challenges and Navigating Conflicts

When you encounter challenges or conflicts with your thesis supervisor, it's essential to address them proactively. Your first step is to talk it out , as direct communication can often resolve misunderstandings and align expectations. If the issue persists, consider the following steps:

• Reflect on the nature of the conflict and your own role in it.
• Prepare for the discussion by outlining your concerns and desired outcomes.
• Schedule a meeting with your supervisor to discuss the issues calmly and professionally.

Remember, the goal is to foster a collaborative environment where both parties feel heard and respected. If conflicts continue to impede your research, it may be necessary to seek advice from a departmental advisor or mediator. They can offer neutral perspectives and suggest strategies for resolution. Ultimately, maintaining a professional demeanor and focusing on your Thesis Action Plan will guide you through these challenges.

Making the right choice for your thesis can be a game-changer in your academic journey. At Research Rebels, we understand the importance of not only choosing wisely but also maintaining a productive relationship with your thesis. That's why we've developed a comprehensive Thesis Action Plan to guide you through every step of the process. Don't let anxiety and sleepless nights dictate your student life. Take control and visit our website to learn more about how we can help you transform your thesis experience. Embrace the clarity and confidence our guides and worksheets provide, and start your journey to academic success today!

In conclusion, the journey to selecting the ideal thesis supervisor is a critical step in a graduate student's academic path. It requires careful consideration of the supervisor's expertise, communication style, and mentorship approach, as well as alignment with the student's research interests and career aspirations. By engaging in structured discussions, utilizing resources like the Thesis Action Plan, and seeking guidance from platforms like Research Rebels, students can navigate this process with greater confidence and clarity. Ultimately, a well-chosen thesis supervisor not only enriches the research experience but also fosters professional growth and paves the way for future academic and career successes.

Frequently Asked Questions

How do i assess a potential thesis supervisor's qualifications and expertise.

Review their academic profile, including publications, research interests, and previous supervisory experience. Attend their lectures or seminars to gauge their expertise and reach out to current or former students for feedback.

What should I consider when evaluating a supervisor's communication style?

Consider whether their communication style is clear and responsive. Assess their availability for meetings and willingness to provide timely feedback. It's important that you feel comfortable discussing your ideas and concerns with them.

How can I approach a potential thesis supervisor and make a good impression?

Prepare a concise summary of your research interests and how they align with the supervisor's work. Be professional in your communication and show your enthusiasm for the subject. It's also beneficial to demonstrate your understanding of their research.

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The Educationalist

Thesis Supervision 101

The educationalist. by alexandra mihai.

Welcome to a new issue of “The Educationalist”! You probably noticed quite a long gap since the last issue- as some of you may know, in the past two weeks I moved to the US to start my Fulbright Schuman Scholarship at Yale University. I am very excited to be working at the Poorvu Center for Teaching and Learning and I’m looking forward to sharing with you what I learn and what inspires me here in the next six months. In the meantime, this week I want to address a topic that I myself had to plunge into this year: thesis supervision . Luckily, I benefitted a lot from the valuable advice of my colleague, Therese Grohnert and that is why I asked her to share her tips and resources here, which she kindly accepted. We hope you find them useful and we look forward to your comments, experiences and ideas. Happy reading and have a nice week!

If you are currently involved in a taught Master’s programme, then you are most likely a Master thesis supervisor, guiding students in completing an extended research project from planning to finished thesis or dissertation. When you think back to how you got started in this role, did you receive formal support for developing your dissertation skills, did you have access to best practices and advice outside of your own network? In fact, many thesis supervisors receive little to no guidance when getting started , having to rely on their own experiences as a student, or their colleagues’ experiences. This can create quite some uncertainty, when thesis supervision is a wonderful opportunity to work closely with students individually or in small groups, to get students excited about research, and to build their research and project management skills.

In my role as a faculty developer, I often get asked for advice on getting started as a beginning supervisor, on maintaining students’ motivation throughout the process, and on using your limited supervision time effectively. So, I went to work and collected best practices and advice for my colleagues. Let’s walk through the supervision process step by step, from preparing your first supervision to assessing a master’s thesis.

Step 0: Preparing

Before you are assigned your first thesis students, you can already take steps to set yourself and your student up for success:

Check the expectations of the programme regarding the timeline, the final thesis, and what you as a supervisor are expected to do, check the code of practice or contact your thesis coordinator for this information;

Set up ground rules : make explicit how you want to work together with your student, think of how and when you want to be contacted, when and how often you will provide the student with feedback, when you expect the student to speak up and ask for help, etc. More experienced colleagues can share what is common in the programme;

If you are new at your current institution, find out what the support network is like for students , including academic advising, workshops, library support etc. so you can direct the student when needed, and can share the load.

Depending on your programme, you may already formulate tentative topics and you might consider whether you will supervise students individually or in small groups; this will depend on the size of the programme and the autonomy given to students when it comes to choosing a topic.

Step 1: The First Meeting

Once you have the first meeting scheduled with your thesis student, use the following agenda points to prepare with motivation, safety, and effectiveness of the process in mind:

Make time to get to know each other , connect over common interests, background, or goals to build trust and a comfortable atmosphere; encourage the student to speak up when needed and to let you know how they are doing;

Ask your student about their learning goals (not their grade goals!): which skill would they like to learn through the thesis, what are their plans after graduation, and how can the thesis trajectory help them prepare?

Ask the student to share why they are interested in their topic , what they hope to find out and who would benefit from the insights of their thesis before helping them formulate two or three concrete steps to get started.

In this first meeting, be sure to discuss your ground rules and to ask the student how they like to collaborate so you can make specific agreements and manage expectations on all sides.

Step 2: Managing the Process

Throughout the supervision process, it is important that the student takes responsibility for their own their process, and that you support the student in managing the thesis process. My colleagues have shared the following tips for fostering student independence and project management skills :

Ask your student to send in a document or questions in time, to prepare an agenda, and to start each meeting with a short recap of their current project status;

Check in to reflect on the student’s skill development towards their learning goals, as well as any struggles that the student cannot overcome by themselves yet;

At the end of each meeting, ask your student to formulate specific next steps for their work an a clear guidance for when to contact you again for the next meeting (forgetful students can also be encouraged to send you an email with these steps in writing).

In case you are supervising many students, you can create a tracker with key milestones and room for notes for a quick overview, and you can pair up students with a similar topic, method or challenge so they can support each other and you can provide support for these students as a group.

Step 3: Providing Feedback

When and how you provide feedback to your student will depend on the programme guidelines as well as on what your fellow supervisors are offering to their students. In some programmes, students will receive feedback at least once on each chapter of their thesis, while in others, supervisors will focus on a complete draft only. In either case, there are some ways in which you can use your time and energy in an efficient and effective way:

Ask students to submit feedback questions along with their work: which sections did students struggle with, where are they unsure of their work, which element are they not yet happy with and why? This will allow you to focus on these issues first, adding 2-3 additional points when needed to challenge but not overwhelm the student and connect to their current level of learning;

Consider the level of feedback needed : when sections are messy and ineffective, avoid editing your student’s work, but offer to create an outline together before the student reorganises their own work; if paragraphs are not well-organised, edit one paragraph together and ask the student to apply your feedback to the remainder of the section;

Don’t forget to let the student know what they are already doing well and where to apply these good points in future sections – make these comments as specific as you can.

Finally, whether we are experienced supervisors or not, every student is different and may benefit from different ways of providing feedback. Ask you student what works for them and plan together how you will give and how they will process feedback . This is an essential learning skill they will benefit from regardless of their plans after graduation.

Step 4: Assessment

Let’s assume everything has gone well and your student is getting ready to submit their thesis. At some universities, students complete a defense (or viva) in which they discuss their thesis with the supervisor and maybe an independent reader. This part can be daunting for a beginning supervisor, but here are some tips to get started:

Check whether there are any rubrics or assessment criteria available for your programme, who is required to assess a thesis, where to send the final grade, and what happens if the student fails;

If possible, ask experienced colleagues to share a good, an average, and an insufficient thesis with you, along with their assessment and feedback for the student; these documents can help you benchmark your own grading;

Think how you will communicate your grade and feedback to the student , in writing or during a defense; keep the student’s learning goals in mind and make explicit how the student can continue their learning journey based on what they have achieved throughout the thesis trajectory.

If you are unsure, ask a colleague to provide a second opinion and their best practices for the defense/viva and/or providing written feedback. As with any skill, becoming a good thesis supervisor takes experience, reflection, and feedback . I am curious to hear your experiences and best practices, and am happy to discuss our faculty development activities on thesis supervision with anyone interested – looking forward to connecting with you!

Further resources

“Understanding the up, back, and forward-component in master's thesis supervision with adaptivity” , by Renske A.M. de Kleijn, Larike H. Bronkhorst, Paulien C. Meijer, Albert Pilot & Mieke Brekelmans- a qualitative study for framing and fostering goals in the supervision process;

The UM Library Thesis Bookshelf - helpful resources for supervisors and students on academic writing and literature reviews;

Tips and resources for supervising remotely - University of Edinburg’s best practices for remote supervision;

Master thesis supervision: resources on preparing, managing and assessing theses - resources from our own SBE Learning Academy, including videos for supervisors and resources that can be shared with students;

The LDO Troubleshooting Guide to Academic Writing - an interactive tool we use in our programme that helps students process feedback on the thesis or to deal with various writing struggles;

A Practical Guide to Projects and Dissertations - an online course developed by the Centre for Distance Education, University of London, that has both resources dedicated to students and an Instructor Tool Kit.

Dr. Therese Grohnert is an educational developer, educator, and assistant professor at Maastricht University’s School of Business and Economics in The Netherlands. She supports staff in effectively supervising master theses, managing group dynamics in a PBL context and designing courses with constructive alignment and student motivation in mind. She is also studying how professionals learn and develop in the workplace for better judgments and decision-making. Find her on Twitter: @grohnerttherese .

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Supervision work is closely linked to the intended learning outcomes of the degree and thesis as well as the related grading criteria. In accordance with the Regulations on Degrees and the Protection of Students’ Rights at the University of Helsinki, the student must receive instruction both during their studies and while writing their thesis.  See here for instructions on ensuring that your supervision is aligned with the learning outcomes.

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Supervision principles.

The Rector decides on the principles of supervision, including the rights and obligations of the student and the supervisor. The degree programme’s curriculum must contain instructions on how to prepare a personal study plan, along with the practices for approving and updating the plan. Please review the curriculum of your faculty and the thesis grading criteria in order to ensure that your supervision is aligned with the learning outcomes.

In the Rector’s decision, supervision refers to the support provided for the student’s or doctoral candidate’s learning process as they change, gain experience and grow as an expert. As a whole, supervision consists of communication, advice, instruction and special guidance. Supervision and counselling can be organised in a group led by the supervisor, at a seminar, in a peer group of students or doctoral candidates organised by the supervisor or in a personal meeting separately agreed between the supervisor and the student/doctoral candidate. Supervision and counselling can also be provided electronically through, for example, Moodle or other teaching tools available. 

Members of the teaching and research staff provide counselling that is related to teaching and research and requires knowledge of the content of different studies and disciplines. This counselling may concern, for example, personal study plans or thesis supervision. 

Guidance and counselling are provided in the Finnish and Swedish-language and multilingual degree programmes in Finnish or Swedish depending on the student’s native language or in English or another language as agreed with the student. If the student’s native language is a language other than Finnish or Swedish, guidance and counselling are provided in English or, if agreed with the student, in another language. In English-language master’s programmes and doctoral programmes, guidance can also be provided solely in English.

The degree programme steering group is responsible for ensuring that each student is appointed with a primary supervisor who is responsible for the supervision of their thesis. Additional supervisors may also be appointed. Your supervision plan can be used to agree on the responsibilities related to the supervision.

Supervision as interaction and the supervision plan

Supervision is about interaction with responsibilities that are divided between the different parties of the supervision relationship. Ambiguities related to supervision are often due to the parties’ different expectations regarding the content and responsibilities of the supervision and the fact that the parties are often unaware of the others’ expectations. Below, you can find a table that serves as a great tool for considering the different rights and obligations related to supervision

The policies and practices of supervision should be discussed in the early stages of the thesis process. The supervisor and the student may also prepare a written supervision plan that clarifies the schedule for the supervision and the thesis work as well as the content of the supervision. The plan can also be utilised if any problems arise or you fall behind schedule.

Topics the supervisor should incorporate in the supervision

When supervising a student’s thesis work, remember to pay attention to the following topics:

• the responsible conduct of research and avoiding cheating
• guiding the student in matters related to data protection  
• matters related to open access publications and the public availability of theses  
• inform the student of the general process of thesis examination and approval and the related schedule 

Different faculties may have their own decisions and instructions on thesis supervision. Please read the instructions provided by your faculty.

See also the Instructions for Students

You will find related content for students in the Studies Service.

Bachelor’s theses and maturity tests

Thesis and maturity test in master's and licentiate programmes.

• Instructions for students
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• Research article
• Open access
• Published: 22 August 2019

The journey of thesis supervisors from novice to expert: a grounded theory study

• Leila Bazrafkan 1 ,
• Alireza Yousefy 2 ,
• Mitra Amini 1 &
• Nikoo Yamani 2  

BMC Medical Education volume  19 , Article number:  320 ( 2019 ) Cite this article

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Supervision is a well-defined interpersonal relationship between the thesis supervisors and their students. The purpose of this study was to identify the patterns which can explain the process of expertise attainment by thesis supervisors. We aimed at developing a conceptual framework/model to explain this development based on the experience of both students and supervisors.

We have conducted a qualitative grounded theory study in 20 universities of medical sciences in Iran since 2017 by using purposive, snowball sampling, and theoretical sampling and enrolled 84 participants. The data were gathered through semi-structured interviews. Based on the encoding approach of Strauss and Corbin (1998), the data underwent open, axial, and selective coding by constant comparative analysis. Then, the core variables were selected, and a model was developed.

We could obtain three themes and seven related subthemes, the central variable, which explains the process of expertise as the phenomenon of concentration and makes an association among the subthemes, was interactive accountability. The key dimensions during expertise process which generated the supervisors’ competence development in research supervision consisted maturation; also, seven subthemes as curious observation, evaluation of the reality, poorly structured rules, lack of time, reflection in action, reflection on action, and interactive accountability emerged which explain the process of expertise attainment by thesis supervisors.

Conclusions

As the core variable in the expertise process, accountability must be considered in expertise development program planning and decision- making. In other words, efforts must be made to improve responsibility and responsiveness.

Peer Review reports

Supervision is a well-defined term in the interpersonal relationship between thesis supervisors and students. A supervisor is designated to assist the student’s development in terms of their research project [ 1 , 2 , 3 ]. Faculty members supervise the students because qualified supervision leads to success on the part of the student, and it has moral, reputational, and financial outcomes for the institution. Supervisors are expected to train students to gain competence in areas such as specialist skills, generalist skills, self-reliance skills, and group/team skills [ 4 ]. Expertise is derived from the three essential elements of knowledge, experience, and the ability to solve problems in society [ 5 , 6 , 7 ]. .According to Dreyfus, acquisition of expertise or practical wisdom represents a higher level of “self-actualization.” At this point, one reaches a level in which they can flourish in their talents and abilities. This enables the teachers to function in scientific communities and multicultural environments [ 7 ].

Wiscer has identified three stages in the thesis supervision process and describes the duties of the supervisors in each of them [ 8 ]. Pearson and Brew state that maturation in specialist skills, generalist skills, self-reliance skills, and group/team skills are the major areas that need to be promoted in the student. Moreover, these are the generic processes in which the supervisors should be involved for efficacious supervision if they aim to help the students develop in various institutional, disciplinary and professional settings; acquire appropriate expertise and features needed for employment; and make an outline of what might form a flexible professional development program for supervisors in this setting [ 3 ]. Vereijken et al. emphasized novice supervisors’ approaches to reach expertise in supervision and explained the relationship between practice and dilemmas among novice supervisors [ 9 ].

.Despite the importance of expertise in higher education and particularly research supervision, research abilities are not considered as one of the priorities in the employment of the academic staff. Furthermore, the newly employed faculty members are often involved in teaching, administrative tasks, and services in health care; this inhibits them from expertise attainment in other aspects such as research supervision [ 10 , 11 , 12 ]. In this regard, Malekafzali believes that in the area of research activities, the faculty members have serious weaknesses in defining the problem, choosing the appropriate method for research, analyzing the data, interpreting the results, and publishing scientific articles. Besides, there is a lack of coherent and compiled training programs which can enhance their research capabilities [ 13 ].

One of the most important factors contributing to the thesis and research quality is the process of developing expertise in supervisors’ research supervision. Most studies in our country have focused on research abilities during the research, and fewer studies have focused on the process of expertise acquisition in thesis supervision, and no actual model has been proposed for this [ 11 , 12 , 13 ]. The quantitative researches could not explain exactly how and through which process the faculty members, as thesis supervisors, become experts in thesis supervision since the expertise process is multi-factorial and has many unknown aspects. Considering the effective role of qualitative research in clarifying ambiguous and unknown aspects, we chose the grounded theory approach for this study [ 14 , 15 , 16 , 17 ]. This theory will be used when the investigator intends to determine the patterns of actions and social interactions needed for the development of expertise by specific groups of people in a specific setting [ 17 , 18 ].

In this study, we aimed to identify the themes that explain the expertise development process among thesis supervisors in Iran, and also to develop a conceptual framework/model to explain this development based on the experience of both students and supervisors.

This study was carried out in 20 universities of medical sciences with different ranks in Iran because universities are the places where supervisors and students interact purposefully to discourse the needs of experts on specific occasions and in specific conditions. In these universities, different students study with various disciplines. There are three types of universities in Iran. Type 1 universities are the ones with the most facilities, faculties, research presentations, international collaborations, and scientific outcomes. The second rank belongs to type 2, and the one with the least mentioned qualities is type 3 universities. All three types of universities were included in this study. In all these courses, writing a thesis is one of the requirements with the same role and regulation. The majority of the students in this research project were in the late stages of both undergraduate and postgraduate educational programs within the same function and regulation.

Study design

We conducted this qualitative study based on a grounded theory approach in a systematic form [ 17 , 18 ]. Grounded theory is a symbolic interaction which is derived from systematic data collection during the research process. In this strategy, collecting and analyzing data and the theory derived from the data have a close association [ 17 , 19 ]. The investigator’s purpose in using grounded theory is to describe and clarify a phenomenon in the social condition and to identify the essential processes working within [ 17 ].

Participants

In this study, 84 subjects including 56 faculty members of medical sciences, 20 undergraduate and postgraduate students (medical students, MS of Science, Ph.D. and residents), and eight managers in the field of research supervision participated. Using purposive sampling, snowball sampling with maximum variation, we selected the participants from a variety of academic ranks with different work experiences, as the key informants in thesis supervisors. Then, to continue the sampling, we used theoretical sampling and data saturation. The inclusion criterion was 5 years of work experience in thesis supervision, and the exclusion criterion was the unwillingness to participate in the study. Firstly, we collected data in Shiraz University with the help of a research supervisor who is known for his high quality of supervision and then data gathering was initiated in the university of Isfahan. There were 34 key informants from the two universities and 22 individuals from other universities. Students were selected based on their willingness to participate.

Theoretical sampling was used next to develop the tentative theory. The basis for theoretical sampling was the queries that emerged during data analysis. At this stage, the researcher interviewed the supervisor, administrators, and students. Theoretical sampling facilitated in verifying the supervisors’ responses and credibility of categories and resulted in more conceptual density. Data saturation was obtained when no new data emerged in the last five interviews. Therefore, data gathering by interviews was terminated.

Data collection

We collected the data primarily by semi-structured interviews from September 2017 to September 2018. The participants were recognized with unknown codes based on their field of work and setting, and each participant was interviewed in one or two sessions. Having obtained the participants’ informed consent, we recorded the interviews and they were transcribed verbatim immediately. The interviews began with open-ended general questions such as, “What did you experience during research supervision?” and then the participants were asked to describe their perceptions regarding their expertise process. Leading questions were also used to deeply explore the conditions, processes, and other factors that participants recognized as significant issues. The interview was based mostly on the questions which came up during the interview. On average, each interview lasted for an hour, during which field notes and memos were taken. At the end of each session, the participants were asked to give an opinion on other important topics which did not come up during the interview, followed by data collection and analysis which are simultaneously done in grounded theory; analytic thought and queries that arose from one interview were carried to the next one [ 20 ].

The data were also collected by unstructured observations of the educational atmosphere in the laboratory, and the faculty member and students’ counseling offices. These observations lasted 5 weeks, during which the faculties and students’ interactions and the manner of supervision were closely monitored. The observation was arranged to sample the maximum variety of research supervisor activity for some faculty member who is known to be a good or poor supervisor and detailed organized field notes were kept.

Also, we used the field notes to reflect emergent analytic concepts as a source of three angulations of data, frequently reconsidering the data, and referring to field notes in the context of each participant’s explanation. Analysis of the field notes facilitated in shaping contextual conditions and clarifying variations in the supervisors’ responses in each context. This led to the arrangement of several assumptions in the effect of contexts.

Data analysis

We simultaneously performed data collection and analysis. We read the scripts carefully several times and then entered them into MAXQDA (version10). We collected and analyzed the data practically and simultaneously by using a constant comparative method. Data were analyzed based on the 3-stage coding approach, including open, axial, and selective coding by Strauss and Corbin In the open coding stage, we extracted the basic concepts or meaning units from the gathered information. Then, more general concepts were formed by grouping similar concepts into one theme. The themes became clearer throughout the interviews. Then, the constructs of them were compared with each other to form tentative categories. After that, we conducted axial coding by using the guidelines given in Corbin and Strauss’s (2008) Paradigm Model [ 21 ]. The extracted themes (codes) in the previous (open coding) stage were summarized in 3 main themes during the axial coding stage, and then the core variables were selected in the selective coding stage [ 20 ]. To generate a reasonable theory to the community, a grounded theorist needs to condense the studied happenings a the precise sequence. To check the data against categories, the researcher asks questions related to certain categories and returns to the data to seek evidence. After developing a theory, the researcher is required to confirm the theory by comparing it with existing theories found in the recently available research [ 21 ]. We finalized the model after 5 days; during this time, we explained the relations between subcategories and the core category for realizing theoretical saturation and clarifying the theoretical power of the analysis explained about work as narration.

In terms of accuracy improvement, we used the Lincoln and Guba’s criteria, including credibility, dependability, conformability, and transferability [ 22 , 23 ].

To increase credibility, we collected data from different universities in Iran, and their credibility was also confirmed by three reviewers and experts in qualitative research. Also, some of the participants rechecked the data and the investigators’ description and interpretation of their experiences carefully. Prolonged engagement and tenacious observation facilitated the data credibility. In this way, the process of data collection and analysis took 12 months. Data triangulation and method triangulation also confirmed credibility [ 20 ]. The use of the maximum variation sampling method contributed to the dependability and conformability of data. Furthermore, once the explanation of the phenomenon was full, it was returned for confirmation to 3 participants of each university, and they validated the descriptions. Finally, to attain transferability, we adequately described the data in this article, so that a judgment of transferability can be made by readers.

Ethical considerations

This study was approved by the Ethics Committee of Isfahan University of Medical Sciences (92–6746). The participants were informed about the research aim and interviews. Informed consent for conducting and recording the interview was obtained. The confidentiality of the participants’ information was maintained throughout the study.

In this study, the mean age of the faculty members and students was 44.34 ± 14.60 and 28.54 ± 2.38 years, respectively. All the faculty members and most of the students were married. Only three students were single. Three themes and seven interrelated sub-themes emerged from the data (Table  1 ). The main variable, which explains the process of expertise as the phenomenon of concentration and makes an association among the categories, was interactive accountability. The key dimensions of the expertise process are displayed in a model (Fig.  1 ).

The process of expertise attainment in research supervisor model

Theme 1: engagement

In this theme, the initial phase of expertise, the supervisor starts to observe the others’ behavior in the students’ supervision and guidance based on the practical and cognitive skills previously acquired. They attempt to recognize the different needs based on the amount of their motivation and previous competence so that the models become important for them, and they recognize the scope of the needs based on their importance. Then, they try to understand the needs and values of real thesis supervision in this context. In this theme, two sub-themes, curious observation, and evaluation with reality emerged.

Curious observation

In this sub-theme, several concepts such as personal interest, self-awareness, ability to meet the students’ needs, ability to detect weaknesses in research skills, and observation of role models in this area act as the impellent factors in expertise attainment in research supervision.

Regarding personal interest, a successful faculty member in the area of research supervision said:

“…In my experience, faculties must be selected from those who have curious personalities as well as being good observers, first of all. In this way, they will have the appropriate intrinsic character to acquire knowledge in guidance and supervision)…” (Faculty member N0.3)

According to our participants, the most important intrinsic motivation is the desire to update the content knowledge and skills in research supervision. An experienced professor said:

“ … The knowledge gap between the new and old generations of faculty members is what forced me to update my knowledge...and it has been detected by myself…” (Faculty member N0.3).

Another important intrinsic motivation is the ability to meet the educational and research needs of students. However, usually these needs are combined; one of the faculty members put it:

“…I would like to be an expert in this process (thesis supervision) to meet my students’ needs. Because I have seen and felt this need many times before…” (Faculty member N0.12).

Since the publication of research directly affects the promotion of a faculty, some professors seek skills that are practical in article publication such as several statistical and basic skills for thesis writing. The participants considered the self-awareness and consciousness elements as very important. Through consciousness, one can better understand their needs.

Evaluation with reality

In this sub-theme, in the initial phase maintaining academic dignity and competition motivates the faculty members to obtain expertise in research supervision. At this point, the supervisor evaluates themself and their potentialities considering more precise features and acquired information (or data), so that they can find the distance between the optimal state and the existing conditions. They also evaluate the others’ potentialities in this field realistically and compete. Good supervision is then highlighted for them. Based on the supervisors’ experience, at this stage, they are seriously engaged in evaluation and competition.

Another motivation was obtaining academic and social promotion. Although the number of theses supervised by them can affect the academic promotion of supervisors, this effect is insignificant. The real motivation is maintaining academic dignity and competition amongst peers. A member of the clinical faculties stated:

“ … To enhance academic dignity, a faculty member should master various skills such as patient care, teaching, educational skills, and last but not least, research supervision. I got involved in research and thesis supervision because I felt I should not be left behind…” ( Faculty member N0.17).

At this stage, the junior supervisor tries to increase the cognitive knowledge in research supervision such as increasing specific knowledge of the discipline, planning, directing of a project effectively, and developing good interpersonal skills presented in research supervision.

Theme 2: supervision climate

In this theme, we describe the contextual factor which changes the process of expertise attainment in thesis supervisors. The result of the study reflects some concerns about the relationship between individuals in the context in that they interact purposefully but with barriers. The supervision climate in the thesis supervision process in this theme led to the emergence of two sub-themes, challenging shortcomings and role ambiguity. These challenges include poorly structured rules and regulations which, in turn, can cause confusion and role ambiguity.

Challenging shortcomings

This report shows that contextual factor plays a significant role in promoting the quality of a thesis in a university, but the process is faced with altered challenges such as inadequate resources, inadequate time, and ineffective evaluation and rule and regulation deficit. These challenges include the following. Most faculty members and students have experienced these shortcomings.

Various inadequate resources, such as access to new and online journals, laboratory equipment were one of the challenges for supervisors in certain aspects which required more competency, and the constraints on communication with the other academic centers worldwide undermine the sense of competition and hinder the effort put in to become an expert. One of the students said: “… I see how difficult it is to gain access to a good article or laboratory materials in this situation …we try, but it just isn’t possible...” (Faculty member N0.17).

Based on our results, the sudden changes in personal life, work position, and organizational change can affect the path to expertise. These changes such as marriage, work overload, admission of students over the capacity, new rules and regulation of scholar citizenship, promotion and so on can have both positive and negative impacts, depending on whether they facilitate or restrict the professional development of faculties as supervisors. For instance, an increase in student admission causes work overload, which results in neglecting self-improvement.

“…As you know, we are over- loaded with students (they have increased the number of admissions), which is beyond our capacity. This means that most of our time will be dedicated to teaching. Self-improvement is difficult due to lack of time…” (Faculty member N0.6).

Role ambiguity

Poorly structured supervision can occur where there is an ambiguous context of supervision structure, supervisors and students’ roles. Most participants, as faculty members, managers, and students have experienced some difficulties in this regard, due to poorly structured rules(EDITORS NOTE; do you mean ‘rules and regulations ‘here) and regulations and its impact on the thesis supervision. It is not only the rules themselves but also the way they are implemented. One of the faculty members expressed confusion over the rules related to the dissertation as follows:

“…It should be made clear what I must do exactly. It is obvious regarding supervision on the work of students; there are not the same expectations from an Assistant Professor, Associate Professor, and a professor. Most problems occur as a result of the gap in legislation; For example, the rules imply a full Professor does not need a statistical consult, while many supervisors like me do not have enough knowledge and skills in statistical analysis...” (Faculty member N0.1).

Failure to implement the rules also increases the sense of this ambiguity, and there are no specific rules for verifying capability and audits to determine inadequate experts in thesis supervision. The role ambiguity or unclear roles and responsibilities of the supervisor and student in the thesis process were other limitations that were emphasized by the majority of participants. A faculty member stated:

“… Supervisors have different roles during the thesis process. To enhance this process, one must exactly know one’s responsibilities. For instance, in the beginning, the supervisor should guide the students through the process of finding a suitable research topic, but if the teacher's role is unclear, then instead of guiding they may actually choose the topic, and if so, the students will be prevented from exploring, using their creative thinking, and improving their problem-solving abilities…” (Faculty member N0.1).

Various performance

Based on the participants’ experiences, in this situation in which there are inadequate resources and organizational and social problems, some faculty members are well-trained in the field of supervision. One of the senior faculty members said: “It is my honor to mention that despite the existence of many obstacles, I have been able to train well-educated students, who have become researchers and contribute to the development of science in my country.”

One of the most important causes of poor performance is ineffective evaluation. Based on the participants experiences, two main problems can result in ineffective evaluation. First of all is the inadequate feedback from the supervisor which leads to unmotivated learners and the second one is lack of feedback from the stakeholders and educational institutes which in turn diminishes the supervisor’s efforts toward self-improvement. These can lead to poor performance both in students and supervisors.

In one of the Ph.D. student’s words:

“…In this system, there is no supervision on the supervisors; there is no control or evaluation of their work. Also, the supervisors don't get feedback from their students during the research process, and there is no third person who investigates whether the report is real or not…” (student N0. 7).

Evidence from data suggests that an unfair judgment and evaluation of academic theses are other problems in the process of acquiring the merit of teachers. If there isn’t proper evaluation, students and supervisors would not have the right standards to correct their performance.

The professors do not always consider the lack of expertise to be the only cause of poor performance. Many believe that inadequate monitoring can also reduce the motivation for quality performance. This means that supervisors may obtain the necessary expertise, but they are not motivated to enhance their performance since they are not expected to do this. One student had experienced:

“…I was so thrilled that my thesis supervisor was an experienced, older and well-known professor, but unfortunately, I soon found out that not only was his scientific knowledge outdated, but also he lacked the necessary supervision skills, so he let the students do all the work unsupervised. He did not take any responsibility during the process…” (Student N0.4).

Another point which leads to poor performance is the fact that some faculty members do not comprehend the main purpose of the thesis writing process; actually, they do not know the difference between teaching and guiding in the project or thesis supervision. One of the basic science supervisors said: “… Some faculties consider a thesis as research work and not a lesson in which research methodology should be taught...” (Faculty member N0.5).

Performing poorly along with ignoring professional ethics can also lead to increased tension and stress in student-teacher relationships. This can result in despondency and frustration in both students and teachers and create a vicious cycle of inefficient supervisors who will train inefficient students or future supervisors.

One of the students put it this way:

“...I feel the absence of a supervisor in my research; I would have been more successful, and my results would have been better if I had had more guidance.” (Student N0.6).

Theme 3: maturation

In this theme, the secondary phase of expertise, the individual is emotionally involved and feels that success or failure is important. This is a stage in which the learner needs an integrated schedule to be competent, and as a result, success or failure will follow. The supervisors frequently think about personal promotion and takes action in this way. They try out different approaches, and sometimes due to disappointment and embarrassment they fail. Some individuals quit at this stage and never reach competence, or they have what may be called an artificial competence. And this does not mean that they are not considered to be well-known supervisors; rather, they know, as do the students, that they are not competent. At this stage, the supervisor attempts to acquire the identity of a researcher and tries to enhance his availability, and be dutiful, knowledgeable, and enthusiastic in research supervision. Along the lines of this theme, three sub-themes of Reflection in action, Reflection on action, and Interactive accountability emerged.

Reflection in action

In this sub-theme, the patterns of expertise development begin, and self-directed learning, participatory teaching and learning strategies through a hidden curriculum are considered. At this stage, the supervisor tries to follow self-directed learning, and the amount of time allocated to expertise acquirement seems to be one of the most important factors. In this regard, one stated:

“…My success in this case (research supervision) is, first of all, due to self-evaluation and self-effort. For instance, to be in control and take full responsibility, I think about everything related to the guidance of the students, and I felt the need to master every aspect of research, even the statistical skills needed for analysis…” (Faculty member N0.8).

The supervisors’ activities were divided into two groups: self-directed –learning strategy and gaining experience through individual effort. Expertise requires continuous interaction and experience. They evaluate their learning, and by this, they experience the manner of managing and allocating time for effective supervision. According to participants, the amount of time allocation for expertise seems to be one of the most important factors for self-directed learning and expertise acquirement.

The formal training workshops provided an opportunity for supervisors with similar terms and the same problems in terms of learning experiences, environmental features, students, and educational problems to come together in one place. Participants also considered the formal participatory teaching necessary since it can provide an opportunity for the peers to get together and exchange their experiences. As a clinical faculty member put it:

“…Collaborative strategies can be beneficial in many ways. One of them is the facilitation of experience exchanges amongst teachers, peers, and colleagues and modeling the behavior of teachers and teaching workshops that emphasize the importance of their expertise in research supervision…” (Faculty member N0.1).

In our participants’ experience, this self-directed learning is effective if, and only if, it is done accompanied by proper training and participatory teaching. Otherwise, it is a waste of time. As an example, one of the students in this field said:

“…my supervisor was a great teacher and put in a lot of time and effort on my thesis supervision; however, due to his lack of research skills, I had to change my thesis proposal three times. However, after he participated in a training course at the University of Oxford, his progress was unbelievable and impressive…and I saw his expertise…” (Student N0.11).

One of the faculty members also quoted:

“…When the teachers feel a gap in their knowledge or skill, the university must provide a comfortable, appropriate, and easy way for learning them …” (Faculty member N0.10).

Regarding this subject, one of the Managers in this field stated:

“…Another improvement strategy is the use of interpersonal interactions among faculty members, these instructive interpersonal interactions among the faculty members in similar conditions make it possible to benefit from peers’ feedback …” (Manager N0.1).

A hidden curriculum strategy, like learning through trial and error can also affect the expertise process. One of the professors expressed:

“… Learning through trial and error is very effective; through the supervision of each thesis, we learn some of our mistakes and try not to remake them in the next one …” (Faculty member N0.3).

The professors do not always consider the lack of expertise to be the only cause of poor performance. Many believe that inadequate monitoring can also reduce the motivation for quality performance. This means that supervisors may obtain the necessary expertise, but they are not motivated to enhance their performance since they are not expected to do this. One student’s experience:

Reflection on action

The learner provides an integrated schedule for their competence and uses all the facilitators and facilities around them for further efficiency and promotion. This stage is named Conditional Self-efficacy by expertise experience. At this stage, the supervisor is considered a competent individual who can guide the students based on the experiences of specialized and non-specialized faculty members.

In this regard, one of the students said:

“…I can acknowledge that my supervisor functioned very impressively in this thesis, but guidance and supervision are not static; rather, it is an active process. To be a good supervisor, the faculty members should try to keep up to date and revise their attitudes, duties, and their specialty and knowledge. …” (Student N0.3).

According to the participants, at this stage the supervisors have achieved meta-competence and general characteristics or professional value; are able to guide the students and others; and develop characteristics such as acquiring specific knowledge of the discipline, especially well-organized knowledge, planning, directing of a project effectively, having good interpersonal skills, and being dutiful, knowledgeable and enthusiastic in research.

One of the PhD students states: “… My supervisor is typical of an expert. His ingenious inquiries, extraordinary attention to science and his personality have always been admired and he has been a role model for me…” (Student N0.6).

For example, the supervisors attend educational programs on scientific writing and thesis evaluation as well as ethics in research and apply them in team work. Gradually, their competency can enable them to function as a good supervisor for their students. At this stage, the supervisor develops so that they can respond due to discovery and intuition. These responses replace their dubious and unskilled reactions. The supervisor now reflects various stages of supervision and guidance. They take action, and in fact, a part of their reactions are achieved through observation and recognition. In this stage, they not only recognize what should be done but also distinguish how to achieve it with more precise discretion. A competent person does the appropriate task in the most appropriate time using the right platform.

The time period required for training or acquiring expertise varies from one person to another. Some individuals become experts very soon, whilst it takes others longer.. As one of the professors said:

“…In the beginning, I was too concerned with my responsibility as a thesis supervisor and was not sure what I should do. However, after ten years of experience, I have gained a sense of awareness which makes supervision easier for me. Of course, up to date knowledge and skill as to managing a thesis are always necessary. It took me about 12 years to reach where I am today. Furthermore, an individual who is expert at present, will not be so in two years, so I want to say that the expertise in thesis supervision in a continuum, which depends on the supervisor’s reflections on work and activity …” (Faculty member N0.15).

The continuous path of expertise in supervision can be affected by various factors. This has resulted in a range of expertise and performance in supervisors. This range and continuum is a theme that most of our participants agreed with. One of the managers revealed:

“…There is surely a continuum of expertise. We cannot deny the expert supervisors; however, the existence of those with poor supervising skills must also be acknowledged (in thesis supervision). There are those on whose ethics, honesty, and knowledge we can rely on. On the other hand, there are a few who are not as trustworthy as needed.” (Manager N0.1).

The core variable: interactive accountability

As shown in Fig. 1 , through this survey, we found that the core variable in thesis supervision process is the interactive accountability shaped by interactions of supervisors and students in an academic setting, so to enhance the accountability, each group must take responsibility and do his or her job. In this regard, one of the managers claimed:

“…When supervisors find themselves responsible, and the university officials recognize this responsibility, the supervisors are motivated to seek expertise and try to enhance their competencies and acquire learning strategies because of being accountable…” (Manager N0.2)

This means that teachers must be responsive to the needs of students, university and community. Accountability is a mutual interaction between the students and their supervisor, in other words, if the student is responsive to his duties, he creates motivation in his supervisor. One of the participants commented;

“…I've always tried to be a competent thesis supervisor, so that I have the ability to meet the needs of the community and university as well as students. I say to myself when I accept the supervision of a thesis, I should be well accountable for its results…” (Faculty member N0.32)

This study aimed at exploring the processes of expertise among thesis supervisors based on the experience of faculty members, students, and managers of Iranian universities of medical sciences. The section concludes with an explanation of how these themes are a cohesive relationship, which enables the expertise development of supervisors. It seems that the core variable in the expertise process is the concept of interactive accountability and efforts to acquire the capacity to respond to the students and academic needs. This will help them to promote their professional behavior in research supervision. The importance of accountability and various types of ability in thesis supervision has also been emphasized by other studies [ 24 , 25 , 26 ]. It was also mentioned as the major feature of the supervisor in other studies [ 26 , 27 ].

In this study, “accountability” emerged as the behavioral pattern through which the supervisors resolved their main concern of being an expert in being responsive to academic and students’ needs. Supervision training is complex since academic choices in the real world can depend on supervisor characteristics. The results of this study revealed that in the initial phase of supervision, observation, evaluation, and reflection in action and maturation stage in the secondary phase were the major themes that emerged. This result compared with Bandura’s social learning and self-efficacy theory was significant in similarity and difference. Bandura believes that achieving self-efficacy is one of the most important contributors to competence. In his model, he suggested four sources of self-efficacy, including previous accomplishments, vicarious experiences such as having a role model, verbal persuasion such as coaching and evaluative feedback, and emotional arousal [ 28 , 29 ]. Likewise, in this study, we found that the emotional arousals such as personal interest in cooperative learning, peer competition, meeting the needs of students, self-awareness and the need for upgrading are the significant factors for the faculties’ expertise. Also, our participants found that the utilization of previous experiences is the most effective method of achieving personal competence. However, this study indicates conditional expertise, which means if an expert’s information is not up to date and they do not make any effort in this regard, being an expert and having expertise is not a permanent condition.

This study also revealed that self-effort, workshops, and role models, as part of a hidden curriculum, are influential methods of teacher empowerment which agrees with the results of some studies such as those of Britzman et al. and Patel et al. Patel et al. have also suggested the importance of role modeling; they believe that modeling and observing other faculty members behavior is an effective tool for promoting and strengthening the sense of efficacy in learners [ 30 , 31 ].

Based on our study results, among the learning methods used in Iran, the collaborative education and problem-based learning is the widely accepted method which is preferred by most faculties. Therefore, cooperative and collaborative learning strategies can be used in educating the faculty members towards expertise in supervision, as revealed in other studies [ 32 , 33 ].

Lack of time is reported by supervisors to be one of the most common barriers in trying to become an expert and carry out respectable worthy supervision, and taking one’s time is acknowledged as a motivating factor for putting in more effort in thesis supervision [ 34 , 35 , 36 ].

The effect of contextual factors is studied in several surveys [ 36 , 37 , 38 ]. Gillet et al. state that contextual and organizational factors play a key role in the competence of teachers in research supervision [ 36 ]. This study also showed that faculty expertise in thesis supervision was significantly affected by the impact of contextual interventional factors such as sudden changes, structural shortcomings, and educational environment. Based on our and other studies’ results, among the sudden changes, increased workload due to the increase in the student population has greatly affected expertise. Moreover, while an increase in the workload can lead to more experienced faculty members, it is very time-consuming and, therefore, reduces the chance to obtain new information and skills in thesis supervision [ 33 , 37 ].

Similar to our study, other studies such as those of Al-Naggar et al. and Yousefi et al. have also found insufficient monitoring and lack of formative evaluations to be one of the main obstacles in the thesis supervision process. Studies have indicated that to improve the supervision process, careful planning and incentive rules must be applied [ 5 , 34 ]. Similarly, our participants mentioned that rules and regulations which have resulted in the positive effect of research on scholarship and promotion had truly motivated them. Like our study, other studies in Iran have also found that the amount of time allocated to learning is one of the influential factors affecting the faculty members’ expertise [ 13 , 38 ]. A malfunctioning relationship between the student and supervisors can affect both of them negatively; that is, it can compel the students to misbehave and also reduce the teachers’ motivation to develop better skills. This malfunction may be due to the lack of constructive interactions or paternalism leadership in research supervision [ 39 , 40 ]. As shown in Fig. 1 , this study provided a conceptual framework that can be used in policy making and studies of expertise development in research supervision. This framework is based on the perception and experience of the majority of those involved in the thesis process. It also provides teachers with an opportunity to compare and share their experiences.

This model has three fields of experience, which yields a comprehensive gradient of the factors used for the development and progress of thesis supervision quality. In other words, it is a rational structure that makes an effort to cover a comprehensible number of stages, of concept, achievement, and impact or consequence. In other words, this model is a combination of a great number of items that help to recognize the present and future processes of expertise in thesis supervision, and future challenges in this area which predict results and impacts of supervisor’s knowledge, attitude and research supervision. Table one offers the categories and clarifications [ 17 ].

This study is based on our overall model of expertise attainment. This model reveals that specific personal efforts such as observation of prior knowledge, evaluation or self-assessments alongside the university contextual dynamics help to figure out how supervisors select their approaches and engagements, and respond carefully to their task, which in turn impacts the supervisors’ level of expertise and, finally, outcomes such as work and perseverance, which then help them to become an expert. Similar to the social learning theory of Bandura, this model also states that there is a mutual relationship between different parts that can mutually affect one another. For instance, faculty members have shown in various studies how one’s previous academic success and failure can affect the future levels of involvement and motivation. Based on the study aims, we focused on only three of the components of the model: observation, evaluation, and self-efficacy; in terms of motivational processes, we focused on four motivational components. The first is self-efficacy, defined as students’ judgments of supervisor abilities to carry out a task, and their beliefs about their ability to do so show the highest levels of academic achievement and also engagement in academic behaviors promoting learning.

Through the use of this grounded theory, we can begin to understand the supervisors’ challenges and why it may be difficult to become an expert in research supervision in practice. The junior supervisors curiously observe and evaluate their environment by reflection and in action and do their best to attain knowledge and skills in the supervision of the theses, so that they can reach maturation. They are mainly supported by prior knowledge of the research supervision, which they had acquired when they were students. The concept of “interactive accountability” refers to the fact that if the supervisor is responsive to the students’ needs, they can be an expert in supervision. If they cannot overcome the barriers and shortcomings such as lack of time, they will not attain expertise in thesis supervision.

Strengths and limitations of the study

This grounded theory study describes the main dimensions of expertise in research supervision from straight reports of a large qualitative sample ( n  = 84) which consists of thesis supervisors, from all Iranian universities in three different data collection phases. Like other qualitative research, the results of this study cannot be generalized; therefore, it is recommended that the researchers conduct further qualitative research in other contexts to support these findings.

Despite the above limitations, we believe that this model can be useful for supervisors in the thesis supervision area, not only in analyzing the supervisors’ experience of supervision and being an expert but also in recognizing the areas of intervention or development of teacher training.

Implications of the study

The findings of the present study will help administrators to choose the supervisor with definite criteria in medical sciences institutes and facilitate the expertise in the supervision process through elimination of the shortcomings and improvement of the educational climate. The supervisor’s interest, talent, and capabilities should be assessed at the beginning of their employment as academic staff. Supervisors should attend educational workshops for updating their knowledge about supervision. It is recommended that collaborative strategies and methods should be used, so that we can contribute to the process of becoming an expert. The assessment of supervisors’ functioning in supervising and provision of feedback can contribute to the process of expertise. Feedback received from students about their supervisors will improve the supervisor’s further expertise and capabilities. For future studies survey on the impact of successful models in thesis supervision, disclosure analysis studies about student and supervisor are recommended.

In this study, we aimed to find out how thesis supervisors achieve expertise in supervision. The results of our study indicated that thesis supervisors achieve expertise in supervision in two stages of engagement and maturation. The emotional need to be responsive towards peers and students is the main motivation for the acquisition of competency at observation and evaluation phase of engagement. Through the evaluation and observation phase, the supervisors reach cognitive competence, such as research skills. Also, in the maturation phases, they reach meta-competence in research supervision such as problem-solving and resolving dilemmas by reflection in and when exposed to dilemmas. Meanwhile, the effects of supervision climate include shortcomings and role ambiguities which should be taken into account. According to this model, when supervisors are exposed to such problems, they apply multiple strategies, such as self-directed and collaborative learning; and learning by trial and error and from the role models. This will help them to promote their professional behavior in research supervision. This study indicated that interactive accountability, as the core variable, can be guaranteed in thesis supervisors by making the role clear, creating a supportive context, and improving the academic competencies of staff in an ongoing fashion. Therefore, this can promote constructive expertise in supervisors and foster a deeper understanding of the supervisor’s expertise in thesis supervision.

Availability of data and materials

The datasets produced and analyzed during the present study are not publicly accessible due to participant confidentiality, but are obtainable from the corresponding author on reasonable request.

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Acknowledgments

The researchers would like to thank all research participants of Medical Sciences Universities (faculty, student, and managers) who contributed to the study. The authors would also like to thank the Education Development Center of Shiraz University of Medical Sciences for cooperation in this study and special thanks to Professor Shokrpoour for her editing.

The present article was extracted from the thesis written by Leila Bazrafkan. The design and implementation of the project was financially supported by Esfahan University of Medical Sciences (Grant No. 92–6746).

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LB developed the study design, conducted the interviews and analysis, ensured trustworthiness, and drafted the manuscript. AY, as the supervisor participated in the study design, supervised the codes and data analysis process, and revised the manuscripts. NY as research advisor participated in the study and provided guidance during the study and MA revised the manuscript. All authors read and approved the final manuscript.

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LB is an assistant professor of medical education in Medical Education Research Center, Shiraz University of Medical Sciences,

AY is Professor of Medical Education Dept., Medical Education Research Center, University of Medical Sciences, Isfahan

MA is Professor of Medical Education in the Medical Education Research Center, Shiraz University of Medical Sciences,

NY Associate Professor of Medical Education Dept., Medical Education Research Center, University of Medical Sciences, Isfahan, Iran

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Correspondence to Nikoo Yamani .

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This study was approved by the Ethics Committee of Isfahan University of Medical Sciences (92–6746). The participants were justified about the research aim and interviews. Informed consent for conducting and recording the interview was obtained. The confidentiality of the participants’ information was maintained throughout the study.

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Bazrafkan, L., Yousefy, A., Amini, M. et al. The journey of thesis supervisors from novice to expert: a grounded theory study. BMC Med Educ 19 , 320 (2019). https://doi.org/10.1186/s12909-019-1739-z

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DOI : https://doi.org/10.1186/s12909-019-1739-z

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Guide for thesis supervisors.

Thank you for supervising an individualized major senior thesis project. Your expertise is critical in guiding the student’s project and setting the criteria for its evaluation. The guidelines below outline some considerations particular to individualized major students. They are most appropriate for traditional research projects but may also be relevant to less traditional final projects.

All individualized majors complete a capstone, which provides them an opportunity to integrate knowledge they have acquired during the course of their majors. About 40-45 percent of individualized majors do so by completing a thesis. (The rest complete our capstone course or an approved alternative.)

Thesis projects usually take the form of a traditional research study, but other formats, such as a photo essay, film, website, or piece of creative writing are also possible. Thesis projects, whatever their form, should contribute to the development of knowledge or practice in new ways, involve significant background research, and require sustained attention in the implementation of the project. If the final product takes a less traditional form, it should include a piece of writing that describes the student’s learning process.

Thesis Courses

Some thesis projects will comprise six credits completed over the course of two semesters. This is mandatory for students completing Honors Scholar requirements in their individualized major. Non-honors students may complete a one-semester, three-credit thesis project. Students intending to complete a thesis project must submit a thesis proposal  which they have discussed with their thesis supervisor no later than the last day of classes of the semester before they begin their thesis.

In the social sciences and humanities : In the Fall semester of the senior year, students will typically begin their research by enrolling in a thesis-related research seminar, graduate course, or independent study in their thesis supervisor’s department. During the Spring semester, students will enroll in UNIV 4697W Senior Thesis (for which the thesis supervisor serves as instructor) in which they will complete the research and write the thesis. During this process, the student meets regularly with the thesis supervisor for feedback on data collection, evidence gathering, analysis, and writing.

In the sciences , students may follow a more extended sequence, perhaps two to three semesters of data collection and laboratory work (independent studies or research courses) followed by thesis writing (UNIV 4697W) in the final semester.

Learning Outcomes

Individual faculty will differ in expectations regarding research methodology, theoretical approaches, and presentation of findings. Nonetheless, there are some general criteria and intended learning outcomes for all individualized major thesis projects.

• The student’s research, analysis, and writing on the thesis project should be relevant to their individualized major and represent an opportunity for them to integrate and deepen at least several aspects of study in the major.
• A thesis should do more than summarize the existing literature on a particular topic. It should make an original contribution to the field of study, present new findings in the form of new data, or new, critical interpretations of existing material. It should reflect a good command of the research methodologies in the relevant discipline(s).

Upon completion of the thesis project the student should be able to:

• Define a research question and design a substantial research project.
• Select a methodological approach to address the research question.
• Identify appropriate sources and collect relevant and reliable data that addresses the research question.
• Analyze the strengths and limitations of different scholarly approaches to the question, and recognize the resulting interpretative conflicts.
• Develop an argument that is sustained by the available evidence
• Present that argument in a clear, well-organized manner.

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As noted above, all Honors students are expected to complete at least six credits of thesis-relevant coursework. In addition, all Honors students are expected to have a second reader and make a public presentation of their thesis project.

Public Presentation

Honors students are required to make a public presentation of their thesis research in a format negotiated with the thesis supervisor. Existing departmental exhibitions or “Frontiers in Undergraduate Research” make excellent venues for student presentations. If a student cannot find a venue for his or her presentation, please consult with IISP and we will help to coordinate one.

Note: Although non-Honors students who are completing a thesis are not required to have a second reader or make a public presentation, we would certainly welcome them to do so.

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An IISP staff member serves as Honors Advisor to each individualized major following an Honors Scholar plan of study. The staff member’s role as an Honors advisor is to coordinate and facilitate students’ plans for completing Honors Scholar requirements, including the thesis, and to monitor progress toward completion.

Thesis Course Registration

Specific instructions for registering for UNIV 4697W are available on the Capstone page .

We very much appreciate your willingness to supervise an individualized major’s senior thesis. If you have any questions about the Individualized Major Program or about supervising an individualized major thesis, please contact IISP staff .

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Research supervision resources

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Research supervision

Role of a research supervisor at ucl.

Research student supervision is a core academic responsibility, requiring expertise in both teaching and research. 

The relationship between a supervisor and a research student is a unique one with a range of responsibilities, including: 

• Providing students with a thorough grounding in all aspects of research within the context of an academic discipline 
• Creating a learning experience that is intellectually challenging and personally fulfilling 
• Providing timely and constructive feedback on research design, methodology and writing 
• Offering encouragement and ongoing support for both academic and non-academic challenges as appropriate 
• Supporting students to disseminate their research 
• Preparing students for a range of careers 
• Monitoring students’ progress and ensuring that they are able to complete their doctorate in a timely manner. 

At UCL all students have at least two supervisors, typically a Principal and Subsidiary, but there are many models of co-supervision. Increasingly, students may be part of a Thesis Committee, which can involve three or more supervisors taking on different roles and responsibilities. 

See the UCL Doctoral School website for information about supervisory roles and responsibilities.   

Research supervision sits within a wide infrastructure of support for research students provided by teams, including the UCL Doctoral School, UCL Student Support and Wellbeing, UCL Organisational Development, UCL Careers and others. 

See the UCL Doctoral School website for information about support available to research students.   

The nature of the relationship means that supervisors deal with a range of situations requiring a sensitive and informed approach.  

See below for details of training and resources available to help you provide high quality research supervision.  

Research supervision training and development

An overview of the professional development courses and workshops available for staff responsible for research supervision.

Curated resources to support you in your research supervision role. 

Gain professional recognition for doctoral research supervision

Apply for recognition of your doctoral supervisory practice through UK Council for Graduate Education.

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UCL Doctoral School: Essential information for research students and supervisors

UCL Academic Regulations and Guidelines for Research  in the Academic Manual

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In the 2021 Great Colleges to Work for Survey, respondents shared that more opportunities for professional development and training need to be available for supervisors.

This comprehensive supervisor training program addresses that opportunity and supports supervisors in all levels of our organization.

The program has many options to support professional development for supervisors across our organization. From the executive suite to the newest department chair or front-line manager, there is training to meet your needs.

Program details:

• The program is open from Jan. 12 to March 25, 2023
• The program is voluntary, but all supervisors are encouraged to participate and choose training(s) to help meet your professional aspirations.
• There are no repercussions for not participating.
• A minimum of three-hours of training is required to complete the program
• You are eligible for $250 to show our appreciation for your dedication to your professional development.
• In addition, ten qualifying supervisors who completed the training will be randomly selected to receive a pizza party for up to 30 people with their team in April 2023.

Steps to participate:

Find a training that meets your interests as a supervisor. Here is a list of potential trainings: Academic Impressions New Supervisor Trainings , Academic Impressions Experienced Supervisor Trainings , and University of Idaho Supervisor Trainings . You do not have to choose from these lists. If your professional organization such as ACUPA, CASE, ACE, etc. offers training that meets the spirit of this program, you are welcome to take your training through your professional organization.

• All trainings should enhance your role as a supervisor and show professional growth.
• You will just upload your completion certificate(s) into the completion survey.

Complete your training. Learn how to access Academic Impressions and the University of Idaho training opportunities .

Once the training is complete, fill out this survey to confirm your training and give valuable feedback to university leadership about training experiences.

Encourage your friends and colleagues who are supervisors to also participate and share what you learned and what trainings you recommend to others. This is the time to create a culture of continuous growth and support for each other. You are encouraged to continue your training and professional development beyond this program.

April 2023, celebrate our new knowledge and skills! Receive your financial incentive.

Frequently Asked Questions

What if i don’t want $250.

Everyone who participates will receive the incentive, but you may donate the money to a charity if you don’t need it at this time.

When will I receive my incentive?

April 2023 after the program concludes.

Will taxes be taken out of my incentive?

What qualifying supervisors are eligible to win a pizza party.

Senior leadership such as Deans, Director, VPs, etc. that directly roll up to the President/Provost are not eligible.

The role of a supervisor includes performance management/evaluations, hiring authority and those within the supervisory chain that have a role in decisions regarding compensation, etc. This does not include individuals who serve as a proxy for time and attendance (timesheet) approvals.

May non-supervisors participate?

Interested non-supervisors are encouraged to participate in trainings that support their growth and future aspirations, with approval of their supervisor. Only supervisors are eligible for the incentive.

Where is the funding come from to support this program?

This is a presidential priority; it will be funded out of the central budget.

Will the university cover the cost of a training that comes with a fee?

Academic Impressions is a paid subscription with free access for all employees. Additionally, internal University of Idaho trainings are already free to all employees. You are welcome to ask your supervisor about using your unit’s training budget for other options.

Institut Català d'Investigació Química

Igor Dmitriev

Igor was born in Enerhodar, Ukraine. He obtained his BSc and MSc in Chemistry from Moscow State University. Igor performed his Master thesis at the ZIOC RAS under the supervision of Prof. Alexander Dilman working on photoredox methodologies for C=N bond functionalization. In September 2021, Igor joined the group of Prof. Paolo Melchiorre as a PhD student after obtaining a “la Caixa” foundation INPhINIT fellowship. Outside of the lab Igor enjoys cycling, birdwatching and hanging out with friends.