Ethical social work doesn’t just happen in the therapy room—it starts at the top. Section 3.07 of the NASW Code of Ethics puts the spotlight on administrators, reminding us that the systems and settings in which we work directly impact client care, staff well-being, and service outcomes.
Ethical leadership isn’t about hierarchy. It’s about responsibility. When you're in a supervisory or administrative role, you're tasked with shaping an environment where ethical practice isn’t just possible—it’s expected and supported.
3.07 Administration
(a) Social work administrators should advocate within and outside their agencies for adequate resources to meet clients’ needs.
(b) Social workers should advocate for resource allocation procedures that are open and fair. When not all clients’ needs can be met, an allocation procedure should be developed that is nondiscriminatory and based on appropriate and consistently applied principles.
(c) Social workers who are administrators should take reasonable steps to ensure that adequate agency or organizational resources are available to provide appropriate staff supervision.
(d) Social work administrators should take reasonable steps to ensure that the working environment for which they are responsible is consistent with and encourages compliance with the NASW Code of Ethics. Social work administrators should take reasonable steps to eliminate any conditions in their organizations that violate, interfere with, or discourage compliance with the Code.
This standard covers a lot of ground—funding, fairness, supervision, and culture. Each piece speaks to the power administrators have to shape ethical practice from the ground up.
Some key takeaways:
Advocate for clients at the systems level. This includes fighting for enough funding, staff, and support structures to meet needs effectively.
Create fair allocation systems when resources are limited. Transparency and equity must guide those decisions.
Support your staff. That means more than hiring people—it means ensuring supervision is available, workloads are manageable, and policies align with the Code.
Foster a values-driven culture. An ethical organization doesn’t just avoid harm; it proactively promotes integrity, equity, and accountability.
It’s easy to overlook the administrative layers of ethical practice—but they matter just as much as the work on the front lines. A toxic or under-resourced environment puts clients and practitioners alike at risk.
How this material might show up on the ASWB exam:
A social worker has recently been promoted to a leadership position in a nonprofit agency. They notice that several long-standing agency policies—such as how referrals are prioritized and how often staff receive supervision—don’t align with NASW ethical guidelines. What is the most ethical course of action?
A. Begin gradually rewriting all policies to reflect the administrator's understanding of ethical practice
B. Bring concerns to the board if staff formally complain
C. Meet with relevant staff and leadership to begin aligning agency policies with the Code of Ethics
D. Conduct survey to see if client outcomes are affected
Have your answer?
This question highlights the proactive role of an ethical administrator. Narrowing down:
A centers personal judgment instead of using professional standards as the guide.
B and D both rely on reaction—waiting for problems, survey results, or complaints before taking action.
C is best—it reflects collaborative, ethical leadership that honors both the NASW Code and the needs of the organization.
The best answer is C.
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