Journal of Care Services Management, 6(2), 2012, pp.63-68.
Publisher:
Taylor and Francis
The manager of a care home is expected to build and maintain an acceptable facade of ‘service delivery’ that complies with regulatory standards. However, the conditions in which truly caring relationships and a sense of community and homeliness can flourish are the product of social and emotional, ethical and intellectual analysis, and leadership at a much deeper and more complex level
(Publisher abstract)
The manager of a care home is expected to build and maintain an acceptable facade of ‘service delivery’ that complies with regulatory standards. However, the conditions in which truly caring relationships and a sense of community and homeliness can flourish are the product of social and emotional, ethical and intellectual analysis, and leadership at a much deeper and more complex level. The important but nevertheless secondary issues of policy and procedure, ‘quality’, standards, and regulation have taken precedence over the ‘primary task’ (caring and homeliness) that is the sole legitimate purpose of any care home. As the leader of the home, the registered manager has to be exceptionally clear sighted and determined. She or he must stick to the primary task and resist the pressure to gratify external demands at the expense of attending to the needs of residents. When the home is performing the primary task, the facade will no longer be false, and valid external expectations will be honestly met. The training and professional accreditation of care home managers must focus on understanding and leading the primary task at its deepest and most complex level.
(Publisher abstract)
International Journal of Leadership in Public Services, 8(4), 2012, pp.182-190.
Publisher:
Emerald
The purpose of this paper is to discuss the challenges and opportunities in contemporary public sector leadership which face executive leaders.
Design/methodology/approach – The paper considers what public service leaders will need to do; how they will need to behave; and the competencies and styles of leadership that will be required. It is a commentary and thought piece based on the author's wide...
(Publisher abstract)
Purpose – Public services will face major challenges over the next decade; severe financial pressures and cuts; growing demand; raising public and user expectations; decentralisation and community empowerment; opportunities to deploy new technology; and global competition. This will result in a changing relationship between citizen and services users with the state and service providers. The purpose of this paper is to discuss the challenges and opportunities in contemporary public sector leadership which face executive leaders.
Design/methodology/approach – The paper considers what public service leaders will need to do; how they will need to behave; and the competencies and styles of leadership that will be required. It is a commentary and thought piece based on the author's wide experience, conversations with leaders from all sectors in the UK and his advisory and research projects.
Findings – There will be a paradigm shift in the relationship between the business, public, social and third sectors and this will require more effective collaboration between the sectors. The result of these far-reaching changes is the need for a strong, outcome focused and collaborative leadership across all sectors, and specifically in the public sector. Leadership will be critical.
Originality/value – This article provides challenge and advice for leaders in the public sector and in the business, social and third sectors who work with the public sector and are responsible for public service delivery. It should enable leaders and potential leaders to consider how they can develop and practise collaborative leadership personally and within their organisations.
(Publisher abstract)
Subject terms:
public sector, leadership, skills, voluntary sector;
International Journal of Leadership in Public Services, 8(4), 2012, pp.201-215.
Publisher:
Emerald
...pressure from new values embedded in the on-going institutional reforms.
Originality/value – The paper shows that in a situation where values are changing, leaders may need to put greater emphasis on value-based leadership.
(Publisher abstract)
Purpose – The past 30 years have been a period marked by extensive modernisation programmes in the public sector. Principles taken from the New Public Management agenda have been adopted, and market solutions have been implemented across a broad range of service areas. These reforms have challenged the existing organisational culture of many public sector institutions. The purpose of this paper is to examine whether there has been a detectable change in the dominant values found in professional organisations within the public sector over the past decade, and if so, what challenges the leaders are faced with as a result of these changes.
Design/methodology/approach – The empirical data are based on a quantitative survey of leaders in a large Norwegian municipality with a total population of 189 such leaders. Of these, 155 returned the questionnaires, giving a response rate of 82 per cent.
Findings – The results of the study show that two central values connected to the New Public Management agenda have gained increased importance over recent years – namely “meeting the needs of individual users”, and “renewal/innovation”. Of the listed values perceived as having become more important, these were ranked as the top two. At the same time, values traditionally associated with the public ethos continue to enjoy a strong position, whereas purely economic values remain relatively insignificant.
Research limitations/implications – All in all, this study shows that the landscape of values in the public sector is changing, and there are strong indications that traditional values have come under pressure from new values embedded in the on-going institutional reforms.
Originality/value – The paper shows that in a situation where values are changing, leaders may need to put greater emphasis on value-based leadership.
(Publisher abstract)
Subject terms:
leadership, public sector, organisational development, organisational culture;
International Journal of Leadership in Public Services, 8(3), 2012, pp.112-120.
Publisher:
Emerald
Purpose – Turbulent times are here to stay and public leadership needs to become less managerial, more adept at harnessing resources and transforming governance. While the media continues to search for heroic leaders there is a growing awareness that there is more to public leadership than charisma and that compliant leaders do little to nurture innovation. The purpose of this paper is to address...
(Publisher abstract)
Purpose – Turbulent times are here to stay and public leadership needs to become less managerial, more adept at harnessing resources and transforming governance. While the media continues to search for heroic leaders there is a growing awareness that there is more to public leadership than charisma and that compliant leaders do little to nurture innovation. The purpose of this paper is to address the varying concepts of leadership within public services in the UK.
Design/methodology/approach – This paper addresses the varying concepts of leadership within public services in the UK and offers a comparative discussion on these choices of types of leadership.
Findings – Evidence shows that successful public leaders tend to motivated by social values rather than money and that in the UK, transformative leadership is stronger at the local level than in central government, where although embryonic, political and executive leaders are forging platforms for innovation and new governance systems that central governments could learn from.
Originality/value – There are examples of exemplary public leadership in the UK and this paper attempts to unpack where these are, how they challenge existing leadership thinking and why new forms of leadership are critical at this time.
(Publisher abstract)
Subject terms:
public sector, leadership, organisational culture, models;
Public Money and Management, 32(2), 2012, pp.95-102.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
The importance of ‘place’ in shaping the quality of life and opportunities within local communities became significant on the UK's policy agenda under the previous Labour government. A key feature of the Labour government’s model of local governance was an emphasis on the importance of good local leadership and strategic vision. The aim of this paper is to examine the extent to which local...
The importance of ‘place’ in shaping the quality of life and opportunities within local communities became significant on the UK's policy agenda under the previous Labour government. A key feature of the Labour government’s model of local governance was an emphasis on the importance of good local leadership and strategic vision. The aim of this paper is to examine the extent to which local leadership and strategic vision are important in promoting higher levels of satisfaction, belonging, cohesion and participation across single tier councils in England. The paper presents an empirical analysis on place-making, drawing on a number of headline indicators relating to quality of life, belonging and identity, inclusion and participation from the Place Survey 2008. This survey across local authority areas in England sought local residents’ opinions concerning their neighbourhood, what aspects of place ensure a good quality of life, and the contribution of public service organisations to the realisation of desirable place-making outcomes. The findings provides little support for the belief that local leadership matters when it comes to shaping places and transforming satisfaction, belonging and participation among local residents.
Subject terms:
leadership, local authorities, neighbourhoods, government policy;
Public Money and Management, 32(4), 2012, pp.315-319.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
What constitutes effective leadership is heavily context-dependent. Non-hierarchical structures such as local strategic partnerships (LSPs) require a facilitative style of leadership. This article describes some qualitative research exploring how political leaders steer LSPs to understand better what works well, and what not, in different contexts. The research explored whether politicians
What constitutes effective leadership is heavily context-dependent. Non-hierarchical structures such as local strategic partnerships (LSPs) require a facilitative style of leadership. This article describes some qualitative research exploring how political leaders steer LSPs to understand better what works well, and what not, in different contexts. The research explored whether politicians actually adopt a facilitative style and, if not, are there good reasons why not. The study focused on 6 partnerships including core cities, boroughs and shire councils. Face-to-face interviews were conducted with elected leaders, senior council officers and external partners from public, private and third sectors. The findings show that facilitation demands acceptability, the development of a shared vision and the ability to deliver it. This implies a plethora of skills and relevant qualities, supported by favourable partners and an enabling political environment, with enough time to get it right. The article concludes by discussing the personal qualities and skills required by leaders to steer their partnership to successful outcomes.
Subject terms:
joint working, leadership, local government, politics;
This book provides an overview of the key skills required of leadership for those working with people with dementia. Person-centred dementia care relies on leadership that supports the ongoing process of learning about and valuing individuals, their feelings, strengths and needs, and using this knowledge to enhance wellbeing and create a positive care environment. This book aims to equip readers...
This book provides an overview of the key skills required of leadership for those working with people with dementia. Person-centred dementia care relies on leadership that supports the ongoing process of learning about and valuing individuals, their feelings, strengths and needs, and using this knowledge to enhance wellbeing and create a positive care environment. This book aims to equip readers with the practical skills, knowledge and confidence necessary to lead person-centred dementia care. Topics covered include: the key goals for person-centred dementia care, and the type of leadership approach most likely to bring them to fruition; common barriers to person-centred dementia care, and how leaders can identify and combat them; how to nurture, support and empower staff; how to maximise the effectiveness of verbal and written communications; and how as a leader to respond to challenging situations and risk. The book will be of interest to those with a formal or informal leadership role within a wide range of dementia care settings, including managers, deputy managers, team leaders, service managers and experienced care staff involved in leading or mentoring others.
Subject terms:
leadership, person-centred care, staff management, dementia;
...enable readers to increase awareness of their role as well as to develop action plans for improvement in their practice. The book is divided into three main sections. The first, on fundamental concepts, covers; the management of supervision, and power and leadership in supervision. The second section looks at relational aspects and discusses; the supervisory relationship, working with difficulties
Recent investigations have identified poor supervision as a barrier to good and effective social work practice and highlighted the need for quality supervision to become embedded within departments. This book sets out to demonstrate how both managers and their staff can engage with supervision with a view to successful outcomes. There are detailed sections on audit tasks and reflective questions enable readers to increase awareness of their role as well as to develop action plans for improvement in their practice. The book is divided into three main sections. The first, on fundamental concepts, covers; the management of supervision, and power and leadership in supervision. The second section looks at relational aspects and discusses; the supervisory relationship, working with difficulties in the relationship, and the management and leadership of 'self' in supervision. The final part of the book considers the organisational context; including developing a learning culture, and developing supervision practice.
Journal of Social Work Education, 48(1), 2012, pp.179-188.
Publisher:
Council on Social Work Education
According to the 2008 Educational Policy and Accreditation Standards (EPAS) of the Council on Social Work Education (CSWE), field education is the signature pedagogy of social work education. Furthermore, the EPAS highlights the importance of the position of field education director. The aim of this study was to explore field director demographics and to question the fulfilment of this potential, examining BSW and MSW field education through the lens of the field director position. A questionnaire was sent to a nationwide convenience sample of field directors and programme administrators (deans/directors). The respondents were asked to express their opinions on the role, function, and status of the field director. Variables included salary, job security, privileges, and authority. Completed questionnaires were received from 159 field directors and 150 deans/directors. The findings provide evidence of a modest but statistically significant difference in perceptions between field directors and deans/directors. The findings indicate that the role, function, and status of the field director position as it exists now, and the structure of social work programmes with respect to the support for field education, may not be fully consistent with the model implied by the 2008 EPAS language.
According to the 2008 Educational Policy and Accreditation Standards (EPAS) of the Council on Social Work Education (CSWE), field education is the signature pedagogy of social work education. Furthermore, the EPAS highlights the importance of the position of field education director. The aim of this study was to explore field director demographics and to question the fulfilment of this potential, examining BSW and MSW field education through the lens of the field director position. A questionnaire was sent to a nationwide convenience sample of field directors and programme administrators (deans/directors). The respondents were asked to express their opinions on the role, function, and status of the field director. Variables included salary, job security, privileges, and authority. Completed questionnaires were received from 159 field directors and 150 deans/directors. The findings provide evidence of a modest but statistically significant difference in perceptions between field directors and deans/directors. The findings indicate that the role, function, and status of the field director position as it exists now, and the structure of social work programmes with respect to the support for field education, may not be fully consistent with the model implied by the 2008 EPAS language.
Subject terms:
leadership, practice placement, social work education;
Children and Society, 26(5), September 2012, pp.394-405.
Publisher:
Wiley
Integrated organisations involving multi-professional teams require new leadership frameworks and skills. The aim of this paper is to: identify the various contexts for leadership in an integrated children’s service; review the latest developments in the theory of leadership; and bring together theory and practice to clarify the skills and knowledge requirements for leadership positions...
Integrated organisations involving multi-professional teams require new leadership frameworks and skills. The aim of this paper is to: identify the various contexts for leadership in an integrated children’s service; review the latest developments in the theory of leadership; and bring together theory and practice to clarify the skills and knowledge requirements for leadership positions. The paper starts by clarifying the distinction between ‘management’ and ‘leadership’. It reviews contemporary theories that appear to offer relevant frameworks for thinking about children’s service leadership. It is argued that children’s services require leadership at all levels to enable a dynamic, interactive service on the front line. Multi-professional team leadership is a crucial and much underestimated role in integrated services, which should be thinking in terms of leadership capacity throughout the organisation rather than focusing predominantly on the most senior roles in the hierarchy. Implications for training and development are discussed.
Subject terms:
integrated services, leadership, management, childrens social care;