Therapeutic Communities: the International Journal of Therapeutic Communities, 28(2), Summer 2007, pp.162-172.
Publisher:
Emerald
The authors discuss the influence that a leader has on an institutional group and argue that this takes place in largely unconscious ways which are mainly related to what the Leader is, rather than what he/she does. Freud's reflections on leadership are proposed to support this theory, particularly with reference to the analysis of idealisation processes within groups.
The authors discuss the influence that a leader has on an institutional group and argue that this takes place in largely unconscious ways which are mainly related to what the Leader is, rather than what he/she does. Freud's reflections on leadership are proposed to support this theory, particularly with reference to the analysis of idealisation processes within groups.
Reports on an American study which explores 37 founders of self-help groups to better understand the satisfactions, frustrations, and tasks involved. Results show that founders are interested in helping others and find the relationships they develop rewarding. They struggle with the organisational aspects of starting a group. Insights regarding the development of self-help groups are provided, as well as how social workers can assist people starting self-help groups. (Copies of this article are available from: Haworth Document Delivery Centre, Haworth Press Inc., 10 Alice Street, Binghamton, NY 13904-1580).
Reports on an American study which explores 37 founders of self-help groups to better understand the satisfactions, frustrations, and tasks involved. Results show that founders are interested in helping others and find the relationships they develop rewarding. They struggle with the organisational aspects of starting a group. Insights regarding the development of self-help groups are provided, as well as how social workers can assist people starting self-help groups. (Copies of this article are available from: Haworth Document Delivery Centre, Haworth Press Inc., 10 Alice Street, Binghamton, NY 13904-1580).
Subject terms:
leadership, self-help groups, social workers, groups;
This paper identifies patterns of successful grassroots leadership in task-oriented groups, drawing from the experiences of extraordinary leaders in nonprofit community organizations. Using qualitative research, the authors surveyed twenty-three leaders, considered to have extraordinary abilities by members of the governance boards and staffs of fifteen different community organizations...
This paper identifies patterns of successful grassroots leadership in task-oriented groups, drawing from the experiences of extraordinary leaders in nonprofit community organizations. Using qualitative research, the authors surveyed twenty-three leaders, considered to have extraordinary abilities by members of the governance boards and staffs of fifteen different community organizations in a northeastern U.S. state. The study examined the respondents' characteristics, attitudes, learning experiences, behaviour, and interactive processes with other task group members. Data from the findings is organized along three basic lines of inquiry-paths to becoming a leader, leadership development processes, and action/interaction patterns. A number of common preferable factors for successful leadership are identified, including development of a joint vision, reciprocal relations with followers, and an emphasis on task group processes. The findings also demonstrate the need to integrate informal, experiential learning processes with formal institutional programs for leadership development. (Copies of this article are available from: Haworth Document Delivery Centre, Haworth Press Inc., 10 Alice Street, Binghamton, NY 13904-1580).
Subject terms:
leadership, organisations, communities, groups, community groups;
The Irish Mental Health Service has undergone significant transformation in recent decades, with A Vision for Change, the national policy on mental health, outlining a multidisciplinary approach facilitated through local Community Mental Health Teams (CMHTs). Despite this emphasis on teamworking, there has been little formal direction around teamworking and team functioning within CMHTs and there is no recognition of the complexities that often arise within groups of people. International research reiterates the importance of positive teamworking when providing a health service; that is that an awareness of group dynamics, and an ability to address any difficulties can enhance team functioning. This study examined the group dynamics that arise within CMHTs to determine the impact that this has on team functioning. This was done through an interpretive phenomenological approach whereby ten CMHT professionals were interviewed using a semi-structured format that focused on their attitudes and experiences of working in their multidisciplinary teams. The findings demonstrated that interprofessional group dynamics were a consistent feature of CMHTs. The Consultant Psychiatrist is usually viewed as nominal lead of individual CMHTs, which had a direct impact on team functioning. This impact on team functioning was exacerbated by unclear lines of governance, with many CMHT members reporting to line managers external to the team. Specific further study is needed to develop this research on a national level, which would include research with teams where a Team Coordinator has been appointed.
(Publisher abstract)
The Irish Mental Health Service has undergone significant transformation in recent decades, with A Vision for Change, the national policy on mental health, outlining a multidisciplinary approach facilitated through local Community Mental Health Teams (CMHTs). Despite this emphasis on teamworking, there has been little formal direction around teamworking and team functioning within CMHTs and there is no recognition of the complexities that often arise within groups of people. International research reiterates the importance of positive teamworking when providing a health service; that is that an awareness of group dynamics, and an ability to address any difficulties can enhance team functioning. This study examined the group dynamics that arise within CMHTs to determine the impact that this has on team functioning. This was done through an interpretive phenomenological approach whereby ten CMHT professionals were interviewed using a semi-structured format that focused on their attitudes and experiences of working in their multidisciplinary teams. The findings demonstrated that interprofessional group dynamics were a consistent feature of CMHTs. The Consultant Psychiatrist is usually viewed as nominal lead of individual CMHTs, which had a direct impact on team functioning. This impact on team functioning was exacerbated by unclear lines of governance, with many CMHT members reporting to line managers external to the team. Specific further study is needed to develop this research on a national level, which would include research with teams where a Team Coordinator has been appointed.
(Publisher abstract)
Subject terms:
teamwork, mental health professionals, governance, leadership, groups, multidisciplinary teams;
Journal of Social Work Practice, 27(2), 2013, pp.119-131.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
Assumption Me-ness. Basic Assumption Me-ness in team managers takes the form of managerialism at the expense of leadership, developing a shell that acts as a protection for the lonely, overburdened, vulnerable and soft inside. This hardness, evident through increased unavailability and a rather sadistic use of boundaries, is communicated to staff, who in turn pass it onto clients. In this manner
(Publisher abstract)
Teams, and their managers, working at the interface between government policy and service to clients are subject to high levels of anxiety arising out of the persecutory manner in which well-intended policy demands are delivered and cost efficiencies imposed. Informed by Bion's ideas about group behaviours, these responses can be understood as a form of defensive behaviour and identified as Basic Assumption Me-ness. Basic Assumption Me-ness in team managers takes the form of managerialism at the expense of leadership, developing a shell that acts as a protection for the lonely, overburdened, vulnerable and soft inside. This hardness, evident through increased unavailability and a rather sadistic use of boundaries, is communicated to staff, who in turn pass it onto clients. In this manner, it infects all relationships thus stifling emotional engagement, creative thinking and practice. This paper then explores ways in which team leaders, courageous enough to take up their authority in an emotionally engaged manner, can reverse these dynamics to the relief and benefit of all concerned. Leaders need to insist on attendance at meetings and supervision where cases can be properly considered; demonstrate an ability to think about risk as ever present in the work because, as all are well aware, no amount of form filling can eliminate this; and acknowledge that the work requires constant assessment and judgement as well as an ability to stay with the unknown. The aim is to be responsive to the daily struggles of team members working face-to-face with clients and to remain aware of ‘the reality on the ground’ when engaging in an equally lively way with senior management.
(Publisher abstract)
...ethnic (BME) staff in leadership positions in the health service. In conclusion, a number of recommendations are made for developing BME leadership interventions in the future.
This paper summarises a research project carried out by staff from the University of Manchester led by Professor Aneez Esmail, on behalf of The Health Foundation, to critically review different strategies for increasing the diversity of the workforce at senior levels in the NHS. The research also considers whether there is a viable business case for increasing the number of black and minority ethnic (BME) staff in leadership positions in the health service. In conclusion, a number of recommendations are made for developing BME leadership interventions in the future.
Subject terms:
intervention, leadership, staff development, black and minority ethnic people, groups, health care;
...staff in leadership positions in the health service. In conclusion, a number of recommendations are made for developing BME leadership interventions in the future.
This paper the research project carried out by staff from the University of Manchester led by Professor Aneez Esmail, on behalf of The Health Foundation, to critically review different strategies for increasing the diversity of the workforce at senior levels in the NHS. The research also considers whether there is a viable business case for increasing the number of black and minority ethnic (BME) staff in leadership positions in the health service. In conclusion, a number of recommendations are made for developing BME leadership interventions in the future.
Subject terms:
intervention, leadership, staff development, black and minority ethnic people, groups, health care;
Policy and Politics, 33(3), July 2005, pp.387-409.
Publisher:
Policy Press
Many proponents of interactive policy making view citizen consultations as a 'rational deliberation between equals'. Power, authority, rhetoric and emotions are considered to be obstructive factors. In this article it is argued that interactive policy settings are characterised by status and authority hierarchies and aect dynamics. First, two types of deliberative bodies are introduced: citizen forums and stakeholder committees. Next, eight possible power and emotion dynamics are distinguished, including problems maintaining facilitative authority, trust-building work of experts, occurrence of charisma, persisting fear and distrust, hope turning into disappointment, and increasing mutual recognition. The last sections examine in which respects these dynamics occur in the two types of deliberative organisation.
Many proponents of interactive policy making view citizen consultations as a 'rational deliberation between equals'. Power, authority, rhetoric and emotions are considered to be obstructive factors. In this article it is argued that interactive policy settings are characterised by status and authority hierarchies and aect dynamics. First, two types of deliberative bodies are introduced: citizen forums and stakeholder committees. Next, eight possible power and emotion dynamics are distinguished, including problems maintaining facilitative authority, trust-building work of experts, occurrence of charisma, persisting fear and distrust, hope turning into disappointment, and increasing mutual recognition. The last sections examine in which respects these dynamics occur in the two types of deliberative organisation.