Inclusive Leadership in Social Work and Social Care

✍ Scribed by Trish Hafford-Letchfield; Sharon Lambley; Gary Spolander; Christine Cocker; Niall Daly

• Publisher: Policy Press
• Year: 2014
• Tongue: English
• Leaves: 224
• Category: Library

✦ Synopsis

Social work and social care continue to face an unprecedented period of challenge and uncertainty, requiring the development of leadership capabilities at every level of the workforce as well as in the community. This critical and reflexive book looks closely at the pivotal but demanding role that leadership and management play in promoting social work and social care. It focuses particularly on the value that is potentially created when the human relationships between people delivering and people using public services are effective, and the conditions are present to nourish confidence, inspire self-esteem, unlock potential and erode inequality. Aimed at new, aspiring and experienced managers, and senior practitioners, it draws on a range of disciplines not typically found in social work and social care and encourages readers to broaden their examination of leadership in areas such as the design of organisations, the role of service users in leadership practice and the phenomena of dignity within the context of organisational culture and dignity.

✦ Table of Contents

Inclusive leadership in social work and social care
Contents
List of tables, figures and photographs
Tables
Figures
Photographs
About the authors
Contributor
Acknowledgements
Foreword
Introduction
1. Leadership in social work and social care: a critical exploration
Introduction
Why we are so concerned with leadership
Leadership in social work and social care – is there a difference?
Influence of public policy on leadership
Leadership as a vehicle for social justice
What traditional theories about leadership have to offer
Thinking through leadership and management
Discourses on leadership: rhetoric or reality?
Leadership in integrated or multi-agency environments
Leadership as a concept in crisis management
Towards creative leadership and making a difference
Summary
2. Leadership in ‘learning organisations’: organisational culture and creativity
Introduction
Organisational culture
Different faces of organisational culture
Working below the surface: adding in psychoanalytic perspectives to systems theory
Appreciative inquiry
Appreciative leadership
Creative cultures and the principles of design
Thinking through design: a case study
Fostering an organisational learning climate and knowledge transfer
Summary
3. Service users and leadership practice
Introduction
Service user expectations and experiences
Context for leadership practice with service users
A framework for considering leadership practice
Participatory approaches in leadership
Summary
4. Leading strategically: organisational strategy and managing people
Introduction
Social work and care enterprise
Organisational context in social work and social care
Importance of ‘managing people’ in organisations
The care workforce
Organisational design, cost and productivity
Leading in competitive market-based environments
Call or contact centres
Responding to care market changes
Organisational strategy
Power in organisations
People and democratic management
Promoting staff commitment
Recruitment and retention
Organisational and professional leadership
Importance of workforce diversity and equal opportunities in organisations
Service users and workforce management
Impact of strategic management on the workforce
Summary
5. Managing the workforce: operational and tactical strategies
Introduction
The workforce challenge in operational contexts
Developing the workforce
Managing and leading performance
Workforce appraisal
Operational recruitment
Caring for staff in the organisation
Work-related stress
Leading development and learning
Training and development
Managing change
Learning from error
Organisational culture
Summary
6. Providing formal and informal support to staff, service users and carers
Introduction
A systemic view of formal and informal support
Systems, support and protection issues
Policy changes and changing worker roles
Social work support: networks, groups and teams, and supervision
Social work supervision
Summary
7. When leadership fails: examining ‘dignity’ through an institutional
case study
Introduction
A definition of dignity
Culture in the care environment
Dignity in the workplace
Bullying
Organisational perspectives on supervision
Workplace stress-related illness
Unhealthy and unsafe institutional cultures: a case study from Winterbourne View
Leadership failure: surface and depth discourses
Managerialism as a feature of a serious case review
Summary
8. Advancing leadership and management skills for effective practice
Developing a leadership and management development framework
Types of knowledge and skills needed by social work and social care managers
Learning that includes followership
Leadership development in practice
Learning about management critically
Gender and sexuality in management development
Gendered leadership
Using the creative arts in management development
Summary
Bibliography
Index