Journal of Social Work Practice, 27(2), 2013, pp.163-176.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
The article offers insights into the intricacies of black leadership development. It explores the personal and professional development of ‘self’ in relation to black leadership within white British social, educational and employment contexts. It provides illustrations of self discovery to support black leaders operating closer to who they are.
(Publisher abstract)
The article offers insights into the intricacies of black leadership development. It explores the personal and professional development of ‘self’ in relation to black leadership within white British social, educational and employment contexts. It provides illustrations of self discovery to support black leaders operating closer to who they are.
(Publisher abstract)
Leadership is one of the nine capabilities included in the Social Work Reform Board's professional capabilities framework. This article discusses the importance of developing professional leadership among levels of social work practitioners. It also briefly describes Excellence in Social Work Leadership, a course developed by the Social Care Institute for Excellence for social work managers, team
Leadership is one of the nine capabilities included in the Social Work Reform Board's professional capabilities framework. This article discusses the importance of developing professional leadership among levels of social work practitioners. It also briefly describes Excellence in Social Work Leadership, a course developed by the Social Care Institute for Excellence for social work managers, team leaders, approved mental health professionals and consultants.
Subject terms:
leadership, professional role, social workers, staff development;
The experiences of Avon and Wiltshire Mental Health Partnership Trust who introduced solution focused coaching to increase leadership capacity are reported. Some tips for unlocking leadership capacity are also provided.
The experiences of Avon and Wiltshire Mental Health Partnership Trust who introduced solution focused coaching to increase leadership capacity are reported. Some tips for unlocking leadership capacity are also provided.
International Journal of Leadership in Public Services, 3(4), December 2007, pp.69-72.
Publisher:
Emerald
The author provides an evaluation of leadership development, drawing on a case study from Lancashire County Council. The use of 360 degree evaluations is explored as a management assessment tool and as a way of contributing to future leadership development.
The author provides an evaluation of leadership development, drawing on a case study from Lancashire County Council. The use of 360 degree evaluations is explored as a management assessment tool and as a way of contributing to future leadership development.
Subject terms:
leadership, managers, local authorities, staff development;
International Journal of Leadership in Public Services, 3(3), October 2007, pp.15-28.
Publisher:
Emerald
This article looks at the role of leadership development in the ethical leadership of English local government. It discusses the distinction between 'ethics leadership' and 'ethical leadership' and argues that the two are connected: leadership is both an external role and an internalised process. It is then argued that the ethics framework has created a new community of practice in which...
This article looks at the role of leadership development in the ethical leadership of English local government. It discusses the distinction between 'ethics leadership' and 'ethical leadership' and argues that the two are connected: leadership is both an external role and an internalised process. It is then argued that the ethics framework has created a new community of practice in which leadership is exercised by a relatively large group of stakeholders. In doing so, the authors identify both members of the broader ethical community and also members of the internal ethical community: ie those stakeholders within any given local authority. Different aspects of leadership and leadership development (LD) will then be investigated in relation to ethics as a community of practice and a model is presented that illustrates the modes of ethical leadership development.
Subject terms:
leadership, local government, staff development, ethics;
Social Work in Health Care, 43(2/3), 2006, pp.193-197.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
The authors present their personal reflections on participating in the Social Work Leadership Enhancement Program in the Department of Social Work Services, Mount Sinai Medical Center in New York. The value of the programme, not only for participants from other countries, but for the Program staff, is recognised and its international influence is described as unequalled. How it affects
The authors present their personal reflections on participating in the Social Work Leadership Enhancement Program in the Department of Social Work Services, Mount Sinai Medical Center in New York. The value of the programme, not only for participants from other countries, but for the Program staff, is recognised and its international influence is described as unequalled. How it affects and nurtures global social work thinking, its impact on participants, and its ever expanding influence on a growing network of social workers are noted. (Copies of this article are available from: Haworth Document Delivery Centre, Haworth Press Inc., 10 Alice Street, Binghamton, NY 13904-1580).
Subject terms:
leadership, social workers, staff development, globalisation;
This guide looks at the key aspects of a holistic talent management and succession planning approach. Drawing on current research into collective leadership, the guide focuses on the three core pillars of implementing a talent management strategy – recruitment, development, retention and deployment – before looking at succession planning. This guide is intended to enable board members and senior
(Edited publisher abstract)
This guide looks at the key aspects of a holistic talent management and succession planning approach. Drawing on current research into collective leadership, the guide focuses on the three core pillars of implementing a talent management strategy – recruitment, development, retention and deployment – before looking at succession planning. This guide is intended to enable board members and senior leaders to challenge their current thinking on managing talent and succession planning and to help them decide which processes and systems need to be in place to support the recruitment, development, retention and deployment of a future agile and mobile workforce.
(Edited publisher abstract)
Subject terms:
leadership, recruitment, staff retention, staff development, systems leadership;
This online toolkit updates the frontline social work managers' framework originally developed by Skills for Care and the National Skills Academy for Social Care. The refreshed toolkit includes: the social work leadership toolkit; a 360 degree development tool; references to social work professional and leadership frameworks, including the College of Social Work’s Professional Capabilities
(Original abstract)
This online toolkit updates the frontline social work managers' framework originally developed by Skills for Care and the National Skills Academy for Social Care. The refreshed toolkit includes: the social work leadership toolkit; a 360 degree development tool; references to social work professional and leadership frameworks, including the College of Social Work’s Professional Capabilities Framework (PCF); and new resources to support social work leaders. Also available in paper format. The resource can be used by front line social work practitioners and managers in order to develop their skills; and HR and professional development staff and commissioners who want to understand the development needs of social worker managers.
(Original abstract)
Subject terms:
leadership, management, social workers, first line managers, staff development;
The importance of giving middle managers in the NHS the means to develop new skills to enable them to cope with their new responsibilities of leadership and people management are discussed. Some of the issues newly promoted managers struggle with are identified and discussed. These include: leadership styles, influencing, political astuteness and collaboration.
The importance of giving middle managers in the NHS the means to develop new skills to enable them to cope with their new responsibilities of leadership and people management are discussed. Some of the issues newly promoted managers struggle with are identified and discussed. These include: leadership styles, influencing, political astuteness and collaboration.