Kurzbeschreibung
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.
Inhaltsverzeichnis
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
Beschreibung
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.
