Journal of Public Child Welfare, 10(2), 2016, pp.132-151.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
While the research base on implementation in child welfare has grown, applying implementation science to child welfare system change is still relatively new. There is a gap in knowledge of what factors are most important in different implementation stages and system contexts. This study examines 12 implementation keys that support building infrastructure, developing inter-organisational networks, and addressing contextual issues in child welfare system change initiatives in three states. Research questions address which keys are most important in different implementation stages, the major components and context of these keys during implementation, and the overlap between implementation keys.
(Publisher abstract)
While the research base on implementation in child welfare has grown, applying implementation science to child welfare system change is still relatively new. There is a gap in knowledge of what factors are most important in different implementation stages and system contexts. This study examines 12 implementation keys that support building infrastructure, developing inter-organisational networks, and addressing contextual issues in child welfare system change initiatives in three states. Research questions address which keys are most important in different implementation stages, the major components and context of these keys during implementation, and the overlap between implementation keys.
(Publisher abstract)
Subject terms:
leadership, organisational culture, childrens social care, organisational development;
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;
Against a backdrop of health-related scandals, the author stresses the importance of self-leadership as a way of fostering compassionate organisations. The work of the National Centre for Post Qualifying Social work at Bournemouth University is highlighted as evidence that leadership development can result in organisational change. The importance of assessing training to ensure that it is having
Against a backdrop of health-related scandals, the author stresses the importance of self-leadership as a way of fostering compassionate organisations. The work of the National Centre for Post Qualifying Social work at Bournemouth University is highlighted as evidence that leadership development can result in organisational change. The importance of assessing training to ensure that it is having an impact is also stressed.
Subject terms:
leadership, organisational culture, professional role, training;
...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.
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.
Leadership and management are increasingly considered important drivers in terms of organisational performance. Yet, despite being viewed as essential components of partnership working, there is relatively little thoughtful work analysing the relationship between the two sets of ideas - posing practical difficulties for leaders and managers of partnerships who are looking for evidence or guidance...
Leadership and management are increasingly considered important drivers in terms of organisational performance. Yet, despite being viewed as essential components of partnership working, there is relatively little thoughtful work analysing the relationship between the two sets of ideas - posing practical difficulties for leaders and managers of partnerships who are looking for evidence or guidance. This book provides a robust guide to the leadership and management of partnerships. It summarises recent trends in policy, establishes what we can learn from research and practice and sets out useful frameworks and approaches to address a range of problems that partnerships face. It will be an essential aid to policy makers, managers and practitioners, providing a realistic account of the main characteristics and expectations of leadership and management in partnerships.
Local Government Studies, 34(2), April 2008, pp.203-220.
Publisher:
Routledge
New management ideas aim to change the roles of local government politicians and administrators. The new ideas are poorly adjusted to the traditional role of councillors that was built on detailed knowledge and active participation in administrative practice. Leadership has now become even more full of contradictions; many demands are hard to reconcile. But, if any managers are good at handling
New management ideas aim to change the roles of local government politicians and administrators. The new ideas are poorly adjusted to the traditional role of councillors that was built on detailed knowledge and active participation in administrative practice. Leadership has now become even more full of contradictions; many demands are hard to reconcile. But, if any managers are good at handling complexity, it should be those in the local government sector. This article discusses, based on experiences from Sweden, how the complex interface between politics and administration is, or could be, handled by a dialogue between central actors.
Subject terms:
leadership, local government, organisational culture, politics;
The book asserts that the difference between successful organisations is not between the business and the social sector, the difference is between good organisations and great ones. The underlying principle of the book is that one does not need to impose the language of business on the social sector, but to develop a language of "greatness".
The book asserts that the difference between successful organisations is not between the business and the social sector, the difference is between good organisations and great ones. The underlying principle of the book is that one does not need to impose the language of business on the social sector, but to develop a language of "greatness".
Journal of Applied Research in Intellectual Disabilities, 33(6), 2020, pp.1284-1295.
Publisher:
Wiley
...with intellectual disabilities. Multilevel modelling was used to examine the associations between the GHCS subscales and four QOL‐dependent variables. Results: Of the GHCS subscales, Effective Team Leadership and Alignment of Staff with Organizational Values significantly predicted residents’ engagement in activities. Supporting Well‐Being significantly predicted residents’ community involvement. None of the GHCS
(Edited publisher abstract)
Background: Research has shown that there is variability in quality of life (QOL) outcomes for people with intellectual disabilities who live in group homes. The aim was to examine dimensions of group home culture as predictors of QOL outcomes. Method: The Group Home Culture Scale (GHCS) was used to measure staff perceptions of culture in 23 group homes. QOL data were available from 98 people with intellectual disabilities. Multilevel modelling was used to examine the associations between the GHCS subscales and four QOL‐dependent variables. Results: Of the GHCS subscales, Effective Team Leadership and Alignment of Staff with Organizational Values significantly predicted residents’ engagement in activities. Supporting Well‐Being significantly predicted residents’ community involvement. None of the GHCS subscales significantly predicted domestic participation and choice making. Conclusions: The findings suggest that strategies to improve Effective Team Leadership and Supporting Well‐Being dimensions of culture may contribute to enhancing certain QOL outcomes.
(Edited publisher abstract)
Subject terms:
learning disabilities, leadership, organisational culture, supported living, group homes;