LAUSR

Summary Published literature has demonstrated that strong case manager–client working alliances foster improvement among clients. Reflecting a case-management context, this study explored how working alliances, as perceived by clients, are related to interpersonal capacities (or social support); intrapersonal dynamics; severity of problems facing client; and other client and case manager characteristics. The study included 101 clients and their 26 case managers at four nonprofit social-service agencies. Findings Working alliances, as perceived by clients, were observed to be associated positively with 3 variables: working alliance as viewed by case manager, length of time client worked with case manager, and client female gender. In turn, client mental-health or substance-use problem was linked to client unfavorable perception of working alliance. No link was observed between client perception of alliance and 6 variables: client social support, goal achievement, problem severity, client–case manager shared ethnicity, case manager work experience, and client age. Applications The findings suggest that working alliance is collaborative and interactive throughout the helping process. This impacts social work training protocols. Case managers who must establish working alliances with clients need the relevant collaboration skills, which may need to be introduced and practiced at in-service meetings or workshops.