Quality in Ageing and Older Adults, 16(3), 2015, pp.177-182.
Publisher:
Emerald
Purpose: The purpose of this paper is to share information regarding the Global Action Against Dementia Legacy, to critically reflect on the views of the Canadian Young Leaders of Dementia and to strengthen the impact of their voices in the global discussion surrounding dementia. Design/methodology/approach: This offers a critical reflection and review of the innovative intergenerational discussions and solutions offered by younger Canadians – specifically, the Millennial Generation. Findings: The paper provides insights about how change and solutions in dementia actions may be established through intergenerational collaboration. Research limitations/implications: Researchers are encouraged to make room for the voices of younger, less established generations in both discussions and research related to dementia. The younger generations will provide future direction to the Global Action Against Dementia Legacy so it is time to hear their voice too. Originality/value: This paper draws on developments in the Canadian context to highlight the potential of encouraging a less-usual, intergenerational approach to developing engagement, research and solutions in dementia.
(Edited publisher abstract)
Purpose: The purpose of this paper is to share information regarding the Global Action Against Dementia Legacy, to critically reflect on the views of the Canadian Young Leaders of Dementia and to strengthen the impact of their voices in the global discussion surrounding dementia. Design/methodology/approach: This offers a critical reflection and review of the innovative intergenerational discussions and solutions offered by younger Canadians – specifically, the Millennial Generation. Findings: The paper provides insights about how change and solutions in dementia actions may be established through intergenerational collaboration. Research limitations/implications: Researchers are encouraged to make room for the voices of younger, less established generations in both discussions and research related to dementia. The younger generations will provide future direction to the Global Action Against Dementia Legacy so it is time to hear their voice too. Originality/value: This paper draws on developments in the Canadian context to highlight the potential of encouraging a less-usual, intergenerational approach to developing engagement, research and solutions in dementia.
(Edited publisher abstract)
To lead good care, social care managers must have professional and personal authority: a clear understanding of the core task and the emotional challenges of care, and the imagination to create an organisation or team dedicated to meeting people's needs. This guide gives managers the understanding of systems of care and aims to inspire them to take the lead. Using the stories of four managers leading four different care services, the author explains the key issues and shows how, by focusing on the core task and taking the authority to lead, managers can transform social care.
(Edited publisher abstract)
To lead good care, social care managers must have professional and personal authority: a clear understanding of the core task and the emotional challenges of care, and the imagination to create an organisation or team dedicated to meeting people's needs. This guide gives managers the understanding of systems of care and aims to inspire them to take the lead. Using the stories of four managers leading four different care services, the author explains the key issues and shows how, by focusing on the core task and taking the authority to lead, managers can transform social care.
(Edited publisher abstract)
Subject terms:
social care, leadership, managers, professional role;
Health and Social Care in the Community, 23(4), 2015, pp.362-370.
Publisher:
Wiley
...the unusual team structure in Irish primary care teams – where there is no formally appointed team leader or manager – general issues around team working and its benefits and challenges were very similar to those found in other international studies. This suggests, in contrast to some studies, that some aspects of the leadership role may not be as important in successful primary care team functioning
(Edited publisher abstract)
Team working is an integral aspect of primary care, but barriers to effective team working can limit the effectiveness of a primary care team. The aim of this qualitative study was to explore the experiences of team members working in a primary care team in Ireland. Team members (n = 19) from two primary care teams were interviewed from May to June 2010 using a semi-structured interview guide. All interviews were audio-recorded and transcribed. Data were analysed using NVivo (version 8). Thematic analysis was used to explore the data. Five main themes were identified that described the experiences of the team members. The themes were support for primary care, managing change, communication, evolution of roles and benefits of team working. Team members were generally supportive of primary care and had experienced benefits to their practice and to the care of their patients from participation in the team. Regular team meetings enabled communication and discussion of complex cases. Despite the significant scope for role conflict due to the varied employment arrangements of the team members, neither role nor interpersonal conflict was evident in the teams studied. In addition, despite the unusual team structure in Irish primary care teams – where there is no formally appointed team leader or manager – general issues around team working and its benefits and challenges were very similar to those found in other international studies. This suggests, in contrast to some studies, that some aspects of the leadership role may not be as important in successful primary care team functioning as previously thought. Nonetheless, team leadership was identified as an important issue in the further development of the teams.
(Edited publisher abstract)
Health and Social Care in the Community, 23(4), 2015, pp.419-427.
Publisher:
Wiley
This paper argues that the increasing international salience of homelessness can be partially explained by reference to the revanchist thesis (involving processes of coerced exclusion and abjection), but the situation on the ground is more complex. It reports on interviews with 18 representatives of 11 homelessness service providers in one city in England. Providers tended to be either larger, more ‘professional’, ‘insider’ services or smaller, more ‘amateur’, ‘outsider’ services. However, this does not mean that the former were necessarily more revanchist and the latter less so. Rather, the actions of both types of organisation could, in some cases, be construed as both advancing and counteracting a revanchist project.
(Edited publisher abstract)
This paper argues that the increasing international salience of homelessness can be partially explained by reference to the revanchist thesis (involving processes of coerced exclusion and abjection), but the situation on the ground is more complex. It reports on interviews with 18 representatives of 11 homelessness service providers in one city in England. Providers tended to be either larger, more ‘professional’, ‘insider’ services or smaller, more ‘amateur’, ‘outsider’ services. However, this does not mean that the former were necessarily more revanchist and the latter less so. Rather, the actions of both types of organisation could, in some cases, be construed as both advancing and counteracting a revanchist project.
(Edited publisher abstract)
This book offers a new paradigm for examining leadership by bringing together two domains—research on leadership and research on diversity—to challenge existing notions of leadership and move toward a diverse and global view of society and its institutions. It delivers an approach to leadership that is inclusive, promotes access for diverse leaders, and addresses barriers that narrowly confine...
(Edited publisher abstract)
This book offers a new paradigm for examining leadership by bringing together two domains—research on leadership and research on diversity—to challenge existing notions of leadership and move toward a diverse and global view of society and its institutions. It delivers an approach to leadership that is inclusive, promotes access for diverse leaders, and addresses barriers that narrowly confine our perceptions and expectations of leaders. Redefining leadership as global and diverse, the authors impart new understanding of who our leaders are, the process of communication, exchange between leaders and their members, criteria for selecting, training, and evaluating leaders in the 21st century, and the organisational and societal contexts in which leadership is exercised.
(Edited publisher abstract)
Subject terms:
leadership, diversity, social inclusion, cultural identity;
This book explores how, through strong self-leadership, social workers can both explain and demonstrate how social work can achieve positive change. It sets out an innovative view on leadership for social workers, managers of social services and social work students at all levels, identifying tactics and strategies to provide leadership both within a team and in senior positions. The book calls
(Edited publisher abstract)
This book explores how, through strong self-leadership, social workers can both explain and demonstrate how social work can achieve positive change. It sets out an innovative view on leadership for social workers, managers of social services and social work students at all levels, identifying tactics and strategies to provide leadership both within a team and in senior positions. The book calls for a shift from the current managerialist agenda to a confident, skilled and knowledgeable practice in social work.
(Edited publisher abstract)
This action research project commissioned by the Scottish Social Services Council (SSSC) explores the changing dynamic of frontline worker and citizen leadership, particularly with the move to Self Directed Support (SDS). Citizen leadership is about how people have power, influence and responsibility to make decisions. The research involved a mix of people using services, carers, community...
(Edited publisher abstract)
This action research project commissioned by the Scottish Social Services Council (SSSC) explores the changing dynamic of frontline worker and citizen leadership, particularly with the move to Self Directed Support (SDS). Citizen leadership is about how people have power, influence and responsibility to make decisions. The research involved a mix of people using services, carers, community brokers and staff from an already established network of community contacts in East Ayrshire. The research showed that the relationship between workers and people using services has a big influence on the ability of either or both parties to take on leadership roles. Other key messages include: frontline workers can have a key role in enabling and encouraging leadership in citizens but workers need (amongst other things) openness, honesty, transparency and an awareness of power in how they communicate; organisations need to support workers to build trust and take the time to do it properly - participants saw this as a cost effective long term investment; and organisations that allow workers to get peer support and to network may be better at supporting leadership.
(Edited publisher abstract)
Subject terms:
citizenship, leadership, staff-user relationships, personalisation, user participation;
There is increasing interest in the human services field in transformational leadership (Fisher, 2009; Gellis, 2001; Mary, 2005) and the association between this style of leadership and employee engagement, thus impacting the quality of services delivered (Everett & Sitterding, 2011; Mary, 2005). The Sanctuary Model®, a trauma-informed organisational intervention, promotes many elements...
(Publisher abstract)
There is increasing interest in the human services field in transformational leadership (Fisher, 2009; Gellis, 2001; Mary, 2005) and the association between this style of leadership and employee engagement, thus impacting the quality of services delivered (Everett & Sitterding, 2011; Mary, 2005). The Sanctuary Model®, a trauma-informed organisational intervention, promotes many elements of the transformational style of leadership, especially the elements of inspiration, optimism, encouragement, honesty, motivation, respect, team-orientation, effective communications, empowerment, reliability, trustworthiness, and empathy (Bloom, 2005, 2011; Smith, 2011). This exploratory, qualitative study examines how social service agency leaders have used a transformational leadership approach to implement the model in two different organisations.
(Publisher abstract)
Subject terms:
models, leadership, change management, social services, organisational learning;
This study examines whether the various leadership roles undertaken by public sector managers have an important association with subordinates' levels of affective commitment to the organisation. The empirical findings suggest that not all leadership practices matter. It appears that only relations-oriented and change-oriented leadership, and to a far lesser extent integrity-oriented leadership...
(Edited publisher abstract)
This study examines whether the various leadership roles undertaken by public sector managers have an important association with subordinates' levels of affective commitment to the organisation. The empirical findings suggest that not all leadership practices matter. It appears that only relations-oriented and change-oriented leadership, and to a far lesser extent integrity-oriented leadership, have a substantive association with affective organisational commitment. Task-oriented leadership and, to a large degree, integrity-oriented leadership, are found not to matter much for employees with lower levels of affective commitment, but they look to strengthen fondness of the organisation among those with already high levels of affective commitment. Results also suggest that the diversity-oriented leadership role has no association with affective commitment to the organisation.
(Edited publisher abstract)
Subject terms:
public sector, leadership, managers, motivation, change management;
Journal of Integrated Care, 23(3), 2015, pp.129-142.
Publisher:
Emerald
...joint outcomes in locality planning. Acts of transformational change such as integration place particular demands upon those in leadership positions. This paper identifies key leadership strengths pivotal to driving forward change, such as effective performance management and influencing skills.
Originality/value: This is one of a small number of papers addressing the scale and scope of efforts
(Publisher abstract)
Purpose: The ongoing integration of health and social care in Scotland presents both challenges and opportunities. The purpose of this paper is to consider emerging enablers and barriers to integration by focusing on the views of senior stakeholders.
Design/methodology/approach: This paper presented an opportunity to gain an insight into the integration movement by considering the views of key stakeholders within Scottish Local Authorities, NHS Boards and other relevant stakeholders. These insights, were collected through a combination of interviews and questionnaires.
Findings: This paper highlights a number of factors key to the success of the integration agenda. These include: governing terms and conditions of existing staff; engagement of clinical and professional leads; and synthesising joint outcomes in locality planning. Acts of transformational change such as integration place particular demands upon those in leadership positions. This paper identifies key leadership strengths pivotal to driving forward change, such as effective performance management and influencing skills.
Originality/value: This is one of a small number of papers addressing the scale and scope of efforts to integrate health and social care within Scotland. Integration between health services and social care continues to be a priority of the Scottish Government.
(Publisher abstract)
Subject terms:
integrated services, integrated care, public sector, government policy, leadership;