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.
"The book offers excellent insight to practitioners who may be in the early stages of leadership and for students who are seeking a toolkit to understand leadership and management in the area of social work and social care." British Journal of Social Work
“A very good exploration of an extensive range of relevant and contemporary theory. It provides critical debates about what is effective leadership in the social work and social care context. Essential reading for anyone wishing to develop their leadership potential.” Kathryn Farrow, Programme Director, MA Advanced Practice (Leadership and Management) in Social Work, University of Birmingham
“This book addresses key issues in relation to management/leadership in social work and social care, importantly stressing the role of service users. It is a refreshing read, and will be of particular interest to those who are involved in or want to enter this important area of work.” Steve Rogowski, social worker (children & families)
Trish Hafford-Letchfield is the director of programmes for social work at Middlesex University, UK. She has extensive experience in the management of adult social care and provision of leadership development in both organisational and academic settings.
Sharon Lambley is a lecturer at University of Sussex, UK, where she leads continuing professional development. She is an active researcher and consultant, and her publications reflect an interest in critical perspectives on management in social work.
Gary Spolander is a principal lecturer at Coventry University, UK. He has led a number of research projects in relation to critical perspectives on international social work, management, workforce development and public health
Christine Cocker is principal lecturer in social work at Middlesex University, experienced social work and manager in children’s service and trustee for BAAF. She is widely published in these areas, with specific interest in lesbian and gay fostering and adoption
Foreword ~ Colin Green;
Leadership in social work and social care: A critical exploration;
Leadership in ‘learning organisations’ – organisational culture and creativity ~ With contributions from Niall Daly;
Service users and leadership practice;
Leading strategically, organisational strategy and managing people;
Managing the workforce: Operational and tactical strategies;
Providing formal and informal support to staff and service users;
When leadership fails? Examining ‘Dignity’ through an institutional case study;
Advancing your leadership and management skills for effective practice.