This briefing presents evidence that sits behind the concept of strengths-based working. It explores reasons why strengths-based working is being widely adopted and provides an overview of specific models and practice examples for all those working in adult social care. It aims to support strategic leaders in developing and communicating locally relevant approaches.
(Edited publisher abstract)
This briefing presents evidence that sits behind the concept of strengths-based working. It explores reasons why strengths-based working is being widely adopted and provides an overview of specific models and practice examples for all those working in adult social care. It aims to support strategic leaders in developing and communicating locally relevant approaches.
(Edited publisher abstract)
Subject terms:
adult social care, strengths-based approach, leadership, models;
International Journal of Leadership in Public Services, 9(1/2), 2013, pp.22-31.
Publisher:
Emerald
...with a greater ability to build trust and develop joint strategies which will provide positive outcomes.
Originality/value: The paper will highlight how greater understanding of game theory including the prisoner dilemma and the stag hunt can help improve leadership, relationships and outcomes within partnerships.
(Publisher abstract)
Purpose: The purpose of this paper is to provide a perspective on one of the key complexities of collaboration and co-operative working in the public service within the UK.
Design/methodology/approach: The paper focuses the attention on the difficulty of partnership working at a time when leading collaboration is a necessity for all leaders in the public sector. It explores one area of this complexity, namely game theory in order to offer an explanation why departments or organisations find it difficult to co-operate as they should.
Findings: The paper allows leaders to understand the complexities of co-operation and the reason why there is often a tendency for individuals to act in a selfish manner on behalf of their organisation. Being aware of this behaviour will provide leaders with a greater ability to build trust and develop joint strategies which will provide positive outcomes.
Originality/value: The paper will highlight how greater understanding of game theory including the prisoner dilemma and the stag hunt can help improve leadership, relationships and outcomes within partnerships.
(Publisher abstract)
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;
International Journal of Leadership in Public Services, 3(3), October 2007, pp.4-14.
Publisher:
Emerald
This article reviews leadership theory and leadership models. Based on a study of training programmes in eight countries, core leadership competencies are identified within the 'Leadership and Management Skill Set'.
This article reviews leadership theory and leadership models. Based on a study of training programmes in eight countries, core leadership competencies are identified within the 'Leadership and Management Skill Set'.
International Journal of Leadership in Public Services, 3(3), October 2007, pp.49-55.
Publisher:
Emerald
This article explores the link between authority and leadership in a third sector context. It outlines acevo's (the Association of Chief Executives for Voluntary Organisations) leadership model and provide insights into the current changes being faced by leaders in the third sector. The article emphasises the importance of acevo's code of conduct as a guarantee for great leadership.
This article explores the link between authority and leadership in a third sector context. It outlines acevo's (the Association of Chief Executives for Voluntary Organisations) leadership model and provide insights into the current changes being faced by leaders in the third sector. The article emphasises the importance of acevo's code of conduct as a guarantee for great leadership.
International Journal of Leadership in Public Services, 3(1), April 2007, pp.4-16.
Publisher:
Emerald
The author argues that true and effective leaders operate in a multidimensional framework that combines styles, skills, attributes and abilities that fall within what is commonly referred to as management and leadership. It is suggested that there is a need to move on and to accept that there is not an all-compassing model, definition or style of leadership.
The author argues that true and effective leaders operate in a multidimensional framework that combines styles, skills, attributes and abilities that fall within what is commonly referred to as management and leadership. It is suggested that there is a need to move on and to accept that there is not an all-compassing model, definition or style of leadership.
Families in Society, 88(1), January 2007, pp.30-34.
Publisher:
The Alliance for Children and Families
Increased accessibility of information, cross-functional workplace challenges and financial belt-tightening have led organizations since the 1990s to consider a collaborative leadership style where leaders embrace teamwork and empower staff through motivation rather than wielding traditional authoritarian power. For females in particular, a collaborative style fits with feminist principles...
Increased accessibility of information, cross-functional workplace challenges and financial belt-tightening have led organizations since the 1990s to consider a collaborative leadership style where leaders embrace teamwork and empower staff through motivation rather than wielding traditional authoritarian power. For females in particular, a collaborative style fits with feminist principles of relationship/consensus building and power sharing. The authors introduce a new type of collaborative leadership, the Co-CEO model, in a study by two experienced female executives who lead a mid-sized community behavioural health centre in a Midwestern city in the United States. They address advantages and disadvantages of adopting the Co-CEO model for social service agencies and offer recommendations for further study.
British Journal of Leadership in Public Services, 2(3), September 2006, pp.34-39.
Publisher:
Pier Professional
When addressing the issue of leadership, most organisations create a list of leadership or management competencies, assess their leaders and managers against it. Where there are gaps individuals are trained and developed to further build their skills. This articles describes an approach that looks at leadership in a more holistic way. The model uses three underlying philosophies: 1) focus
When addressing the issue of leadership, most organisations create a list of leadership or management competencies, assess their leaders and managers against it. Where there are gaps individuals are trained and developed to further build their skills. This articles describes an approach that looks at leadership in a more holistic way. The model uses three underlying philosophies: 1) focus on strengths; 2) meet organisational needs through the team, rather than individual skills, and 3) address the wider system of the organisation, or the environment.
British Journal of Leadership in Public Services, 2(1), March 2006, pp.12-26.
Publisher:
Pier Professional
In February 2006 the Health Foundation invited external scrutiny of its approach to evaluation. This led to a radical development of its approach to leadership and to broaden the range of its evaluation methods and tools. The result of this work is that the Health Foundation is better able to measure the return on its investment in leadership and understand more about the ways in which...
In February 2006 the Health Foundation invited external scrutiny of its approach to evaluation. This led to a radical development of its approach to leadership and to broaden the range of its evaluation methods and tools. The result of this work is that the Health Foundation is better able to measure the return on its investment in leadership and understand more about the ways in which improvements in leadership can lead to improve in healthcare services. This article looks at the process, including the agreement of a leadership model and the approaches to evaluation.
Health and Social Work, 27(2), May 2002, pp.95-103.
Publisher:
Oxford University Press
Reports on an American study based on a sample of participants who were members of self help groups (ie groups without professional leadership). The study aimed to identify participants basic attitudes towards professional involvement in self help groups and to investigate whether there was significant differences among three categories of groups which focused on health-related issues
Reports on an American study based on a sample of participants who were members of self help groups (ie groups without professional leadership). The study aimed to identify participants basic attitudes towards professional involvement in self help groups and to investigate whether there was significant differences among three categories of groups which focused on health-related issues, alternative lifestyles and the 12-step model. Instruments developed for the study included a demographic questionnaire and 12 statements concerning self-help group members attitudes' toward professional involvement.