Leadership in Social Care
Release Date:15 Oct 2009

Leadership in Social Care

Jessica Kingsley Publishers

Social care needs excellent leaders now more than ever. Effective leaders aim high, listen to what the service users want and need, inspire their staff and continually question what they are doing and why.

This book draws together the latest research on fundamental leadership issues in social care, discussing collaborative leadership and the importance of place-based development, exploring the key disciplines of supervision, management and leadership and examining the purpose of a learning framework for social care. Comparative approaches are also provided by practitioners working outside of social work, placing leadership development in context across the public, private and voluntary sectors and presenting authoritative guidance from an international perspective.

Leadership in Social Care will appeal to social care practitioners and service providers, academics, researchers and students who are passionate about making a difference for the people who use their services.

Kate Skinner's shortish chapter on supervision, with concepts and ideas and along with van Zwanenberg's opening chapter had me metaphorically nodding and probably actually smiling... This book is essentially about reclaiming space for action and initiative promoted by leadership styles and behaviours that are enabling and empowering and celebratory. It is about a 'positive psychology', which is well recounted and described in the chapter by Angus Skinner... What the book also succeeds in doing is to relate, within current policy and practice contexts for social work and social workers, its consistent theme of empowering and enabling leadership... But does the book suffer for a wider readership from being Scottish-centric? Not at all: indeed, Scotland, going right back to the Kilbrandon Report and the Scottish 1968 Social Work Act, and more recently free personal care for older people and the 'Changing Lives' review of social work, was and is ahead of the rest of the UK. – British Journal of Social Work
Parts of this volume will be especially useful for social care managers, teachers and trainers on leadership programmes and professional training courses. – PSW- Professional Social Work
Zoë van Zwanenberg is Director of Zwan Consulting and Project Coordinator for the Centre for Confidence and Well-Being, Scotland. Zoë has held several management positions, specialising in human resources and people development, including Chief Executive of the Scottish Leadership Foundation, Head of Development at the Strategic Change Unit for the NHS in Scotland and Non-executive Director for the Centre for Confidence and Wellbeing.
Preface. Part I: Leadership of the Profession. Chapter 1. Leadership for 21st Century Social Work. Zoë van Zwanenberg, Zwan Consulting, Dunbar, UK. Chapter 2. Practitioner Leadership – How do we Realise the Potential Within. Harry Stevenson, South Lanarkshire Council, Hamilton, UK. Chapter 3. Supervision, Management and Leadership – Think Piece. Kate Skinner, Institute Of Research and Innovation in Social Services, Dundee, UK. Chapter 4. Leadership and Management – Not Losing Sight of Both. Anne Cullen, Exeter University, UK. Part II: Leadership for Collaborative Advantage. Chapter 5. Doing Things Collaboratively – Realising the Advantage or Succumbing to Inertia. Chris Huxham, University Of Strathclyde, Glasgow, UK and Siv Vangen, The Open University Business School, Milton Keynes, UK. Chapter 6. Leading Partnerships – Learning from Study and Practice. Patrick Leonard, Lancaster University Management School, Cumbria, UK. Chapter 7. The Work of Leadership in Formal Coalitions – Embracing Paradox for Collaboration. Sonia Ospina, Robert Wagner Institute, New York, USA and Angel Saz-Carranza, ESADE Business School, Ramon Llull University, Spain. Chapter 8. Collaborative Leadership –The Importance of Place-Based Development. Anne Murphy, In Touch NV, Amsterdam, Holland. Part III – Leadership Development. Chapter 9. Leadership and Learning – the Purpose of a Continuing Learning Framework. Carole Wilkinson, Scottish Social Services Council, Dundee, UK. Chapter 10. Social Work Leadership and Management Development – Comparable Approaches. Rick Beinecke, Suffolk University Business School, Boston, USA. Chapter 11. Lessons from Health Leadership. Graham Dickson, Royal Roads University, British Columbia, Canada. Chapter 12. Learning from Current Trends in Leadership Development in Scotland. Dennis Tourish and Ashly Pinnington, Robert Gordon University, Aberdeen, UK . Chapter 13. Leading Flourishing Organisations – Lessons from Positive Psychology. Angus Skinner, University of Strathclyde, Glasgow, UK. Index
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