...this reform process, critical to which has been a partnership between managerial discipline and professional leadership. A key function of good child welfare management is to create a strong vision, develop a culture of high performance, and strengthen organisational stability and confidence. These elements of strategic management provide what is considered a necessary platform on which professional reforms
Throughout the 1990s, child welfare systems were exposed to intense pressure due to negative media exposure and growing expectations, and, as a result, most have undertaken processes of reform and change. The response of the New Zealand child welfare system has been to develop and implement an integrated reform process to strengthen services for children and families. The article discusses this reform process, critical to which has been a partnership between managerial discipline and professional leadership. A key function of good child welfare management is to create a strong vision, develop a culture of high performance, and strengthen organisational stability and confidence. These elements of strategic management provide what is considered a necessary platform on which professional reforms can be established. The article discusses the elements of this strategic approach, together with an exploration of the professional reform package. This is built around 4 elements: the knowledge framework; the service model; the practice package; and staff support. Each of these elements is considered together with an exploration of their interrelatedness.
...health and education government texts from 1997 to 2008 in the UK is presented. The paper problematises the construals of leadership contained within these texts and reflects on their promotion of leadership as a social and organisational technology. It is contended that this emerging belief in ‘leaderism’ has not supplanted or superseded New Management ideology and New Public Management (NPM
Leaderism’ discourse has been a key feature of the UK government’s drive for public service reform since 1997. The central argument developed in this paper is that ‘leaderism’ is a development of managerialism that has been utilised and applied within the policy discourse of public service reform in the UK. An analysis of the articulation of leaderism with public service reform using central, health and education government texts from 1997 to 2008 in the UK is presented. The paper problematises the construals of leadership contained within these texts and reflects on their promotion of leadership as a social and organisational technology. It is contended that this emerging belief in ‘leaderism’ has not supplanted or superseded New Management ideology and New Public Management (NPM) mechanisms and practices. Rather, it is argued that ‘leaderism’ is a complementary set of discourses, metaphors and practices to those of managerialism, and that it is being utilised in support of the evolution of NPM and new public governance approaches in the re-orientation of the public services towards the consumer-citizen.
Subject terms:
leadership, management, public sector, government policy;
Voluntas: International Journal of Voluntary and Nonprofit Organizations, 21(4), December 2010, pp.497-524.
Publisher:
Springer
Place of publication:
New York
Drawing on a recent national survey, this article focuses on the female representation on executive committees in French voluntary associations. To begin with, it is observed that this representation is very unequal according to the different officer positions. The relationship between the associations’ attributes and the likelihood of women being appointed as executive committee members is then examined. It is shown that the proportion of female officers is higher in organizations whose activities pertain to social service, health, and humanitarian sectors. It is lower in the oldest associations and it decreases as their geographical area of activity increases and as their budget becomes larger. New findings found that: the probabilities that women hold president, treasurer and secretary positions are highly correlated to each other; and that the likelihood that associations have female presidents is higher in associations with few volunteers.
Drawing on a recent national survey, this article focuses on the female representation on executive committees in French voluntary associations. To begin with, it is observed that this representation is very unequal according to the different officer positions. The relationship between the associations’ attributes and the likelihood of women being appointed as executive committee members is then examined. It is shown that the proportion of female officers is higher in organizations whose activities pertain to social service, health, and humanitarian sectors. It is lower in the oldest associations and it decreases as their geographical area of activity increases and as their budget becomes larger. New findings found that: the probabilities that women hold president, treasurer and secretary positions are highly correlated to each other; and that the likelihood that associations have female presidents is higher in associations with few volunteers.
Administration in Social Work, 34(5), November 2010, pp.423-441.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
...organisations in the states of Georgia, South Carolina, North Carolina, and Florida constituted the sample for this study. Findings revealed that cultural consensus was positively related to transformational leadership practices and negatively related to formalisation. Organisational values were positively related to transformational leadership practices, negatively related to size, formalisation
Given the relevance of organisational culture to many organisational and individual outcomes, factors related to this construct are an important research topic. This paper presents findings from a study examining the association between the three aspects of organisational culture: cultural consensus; structure; and organisational values. Participants included 910 employees in 79 non-profit organisations in the states of Georgia, South Carolina, North Carolina, and Florida constituted the sample for this study. Findings revealed that cultural consensus was positively related to transformational leadership practices and negatively related to formalisation. Organisational values were positively related to transformational leadership practices, negatively related to size, formalisation, and centralisation. Finally, five structures of organisational cultures differed with regard to leadership, size, and occupational differentiation. The study concluded that the findings provided evidence for the relationship between organisational culture, transformational leadership and organisational structure.
Administration in Social Work, 34(5), November 2010, pp.458-479.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
Non-profit organisations are experiencing unprecedented funding cuts during the current recession. As such, a growing number of these organisations are considering strategic restructuring opportunities in the form of mergers due to the current social services environment of increasing competition and decreasing resources. Mergers can be viewed negatively with the loss of an organisation's identity or positively as an opportunity to survive and enhance services. Drawing on the literature from both the for-profit and the non-profit sectors, this article examines the elements of successful mergers related to the nature of the merger process and the role of the human element in all aspects of the merger process. The authors suggest that, provided merger leaders have an awareness of the process and human elements involved, mergers can be a successful method of intervention for non-profit organisations to survive and thrive. They conclude with recommendations for managers considering a merger and suggestions for future research.
Non-profit organisations are experiencing unprecedented funding cuts during the current recession. As such, a growing number of these organisations are considering strategic restructuring opportunities in the form of mergers due to the current social services environment of increasing competition and decreasing resources. Mergers can be viewed negatively with the loss of an organisation's identity or positively as an opportunity to survive and enhance services. Drawing on the literature from both the for-profit and the non-profit sectors, this article examines the elements of successful mergers related to the nature of the merger process and the role of the human element in all aspects of the merger process. The authors suggest that, provided merger leaders have an awareness of the process and human elements involved, mergers can be a successful method of intervention for non-profit organisations to survive and thrive. They conclude with recommendations for managers considering a merger and suggestions for future research.
Mental Health and Social Inclusion, 14(4), November 2010, pp.36-39.
Publisher:
Emerald
This article provides a cameo of Winston Churchill, said by many to have been the greatest Englishman who ever lived, largely due to his leadership during the Second World War. Since his death in 1965, much more has become known about his lifelong battle with depression, his ‘Black Dog’. There were many manic features in his behaviour, and it now seems more likely that he suffered with bipolar
This article provides a cameo of Winston Churchill, said by many to have been the greatest Englishman who ever lived, largely due to his leadership during the Second World War. Since his death in 1965, much more has become known about his lifelong battle with depression, his ‘Black Dog’. There were many manic features in his behaviour, and it now seems more likely that he suffered with bipolar disorder. Churchill was one of the ‘famous five’ chosen as part of the Time to Change anti-stigma campaign, and in 2006 Rethink commissioned a statue of Churchill in a straitjacket. This article argues that it was because of his mental health problems that he achieved what he did, and that his mental illness in fact led to him being a better leader.
International Journal of Leadership in Public Services, 6(3), September 2010, pp.26-38.
Publisher:
Emerald
It recognised that there is a need for strong leadership within health care. Yet, there is still the need to better understand how leadership contributes to improving health care services. This paper describes a study commissioned by The Health Foundation, exploring the links between leadership behaviours reported by clinicians and managers in NHS organisations and their service improvement work...
It recognised that there is a need for strong leadership within health care. Yet, there is still the need to better understand how leadership contributes to improving health care services. This paper describes a study commissioned by The Health Foundation, exploring the links between leadership behaviours reported by clinicians and managers in NHS organisations and their service improvement work. The study highlights leadership behaviours that appear to be positively associated with NHS improvement work. This article provides insights into which aspects of leadership are used for different types of improvement work and considers lessons for leadership development.
International Journal of Leadership in Public Services, 6(3 Supplement), September 2010, pp.84-93.
Publisher:
Emerald
There is considerable agreement that social inclusion is important in the lives of people with disabilities. However, significant progress in this field is yet to happen. Five challenges for those in leadership roles are identified: developing a deep sense of what the concept ‘social inclusion’ really means; confronting the values questions; developing consciousness of what the community...
There is considerable agreement that social inclusion is important in the lives of people with disabilities. However, significant progress in this field is yet to happen. Five challenges for those in leadership roles are identified: developing a deep sense of what the concept ‘social inclusion’ really means; confronting the values questions; developing consciousness of what the community is taught through the actions of services; transforming the role of services and workers; and the use of theory-based knowledge. The attributes of those in leadership roles, so that they are more equipped to respond to these challenges are also examined. Ethical and moral leadership; a combination of conceptual clarity, insight, knowledge and wisdom; authentic relationships with people with disabilities and family members; an appreciation of history; and a faith and efforts in things are all discussed in relation to leadership.
Subject terms:
leadership, learning disabilities, social inclusion;
International Journal of Leadership in Public Services, 6(3 Supplement), September 2010, pp.63-72.
Publisher:
Emerald
Zealand and the United States. The authors suggest that we need to identify future leaders, to develop, share, fund and implement leadership training and collaborate together to improve the delivery of mental health services. These leaders can come from a wide cross-section of mental health workers, service users, clinicians, managers, indigenous people and other ethnic groups. Six key strategies
In the world today, global mental health needs are immense. In this article, the authors suggest that training the next generation of mental health leaders in developed countries, and the first mental health leaders in developing countries, is crucial to addressing these widespread issues. The article describes and compares three different training models from three countries: Australia, New Zealand and the United States. The authors suggest that we need to identify future leaders, to develop, share, fund and implement leadership training and collaborate together to improve the delivery of mental health services. These leaders can come from a wide cross-section of mental health workers, service users, clinicians, managers, indigenous people and other ethnic groups. Six key strategies for strengthening the leaders of the future are outlined. The overall aim is to continually improve services for the people who use them.
Subject terms:
leadership, mental health services, globalisation;
International Journal of Leadership in Public Services, 6(3 Supplement), September 2010, pp.31-38.
Publisher:
Emerald
Over the last few decades, evidence for the benefits of early intervention in psychotic illness has been steadily accumulated, resulting in significant changes in the delivery of services for patients. Huge efforts have been made in development of this new early intervention model, with pioneering leadership demonstrated across the globe. Recently an Irish early intervention service, Dublin...
Over the last few decades, evidence for the benefits of early intervention in psychotic illness has been steadily accumulated, resulting in significant changes in the delivery of services for patients. Huge efforts have been made in development of this new early intervention model, with pioneering leadership demonstrated across the globe. Recently an Irish early intervention service, Dublin and East Treatment and Early Care Team (DETECT), hosted a leadership exchange as part of an International Initiative for Mental Health Leadership (IIMHL) meeting, where stakeholders in the area of early intervention from different countries discussed and compared policy strategies, with a view to providing a forum for exchange of ideas. Leadership strategies in the area of early intervention for psychosis and the experience of the recent leadership exchange are both discussed.
Subject terms:
leadership, mental health services, psychoses, early intervention;