Questionnaires were received from 153 probation officers who answered questions regarding frequency of supervision, objectives of supervision, perceived effects, and particular processes. Responses to the questionnaire indicated that certain supervisory models have emerged in recent years: the continuous review, blended supervision (combining patch and functional responsibilities), intensive supervision for high risk or dangerous cases, decentralized supervision, action centered leadership, supervisory modes (including educating, coaching, counseling, sponsoring, negotiating, and confronting), pivotal supervision, line supervision, and peer supervision. The study provides several conclusions, including the observations that the quantity and quality of supervision should and could be improved, that supervisors should distinguish between their roles as consultants to staff and supervisors, that supervisors and supervisees must concur in the dimensions of the supervisory process, and that attempts should be made to streamline the work of supervision by paring away nonessential duties. Regular planned reviews of supervisees should be carried out, line management must be involved in reviewing staff supervision, and attempts should be made to strengthen the morale of those who are supervised. 6 chapters; appendixes that include questionnaires used; bibliography and index.