Harlow, Elizabeth2014-12-082014-12-082013-03-20Practice, 2013, 25(1), pp. 61-700950-315310.1080/09503153.2013.775237http://hdl.handle.net/10034/336893This is an Accepted Manuscript of an article published by Taylor & Francis in Practice on 20/3/2013 available online: http://wwww.tandfonline.com/10.1080/09503153.2013.775237With reference to local authorities in England, this paper acknowledges the intensified critique of the managerial context in which social work is carried out. It recognizes that professional supervision has been in jeopardy, as principles of corporate line management have overshadowed the approaches of the past, and most particularly the supportive components. However, recent developments have reinvigorated the interest in relationship based social work as well as relationship based supervision. Surprisingly or not, it is executive and business coaching that is seen as offering fruitful techniques for front line managers and practitioners, with the possibility of encouraging the progress of this particular trend.encoachingfront line managersmangerialismrelationship-based practicesocial worksupervisionArticle1742-4909Practice