Inclusive Leadership in Social Work and Social Care

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